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1、ResearchonEmployeeSatisfactionInastudy,TheImpactofPerceptionsofLeadershipStyle,UseofPower,andConflictManagementStyleonOrganizationalOutcomesbyVirginiaP.Richmond,JohnP.Wagner,andJamesMcCroskey,theresearchersdevelopedaninstrumenttomeasureemployeesatisfactionusingthiscontinuum(tel
2、l,sell,consult,join).Theirresearchdiscoveredthat,"thesupervisorwhowishestogeneratepositiveimpactonsatisfactionwithsupervision,satisfactionwithwork,andsolidarityandtoreducecommunicationanxietyshouldstrivetogether/hissubordinatestoperceiveher/himasusingamoreemployee-centered(cons
3、ult-join)leadershipstyle."Atthesametime,however,thesupervisorcannotbeseenbyemployeesasabdicatingresponsibilityfordecisionmaking.Theauthorsfurtherconcluded,"webelievethereisarelativelystraightforwardexplanationofthisfinding.Leadershipstyleswhichapproachtheemployee-centered(join)
4、endofthecontinuumgreatlyincreasethedegreetowhichsubordinatesareaskedtoparticipateinmakingdecisionsand/ormakethedecisionthemselves.Whenthisapproachbecomesexcessive,thesupervisormaybeseenasabdicatingher/hisresponsibilities-thelaissezfaireleader-orevendesertingthesubordinate.Thesu
5、bordinatemayfeelthattheyaregivenmoreresponsibilitythantheirpositionsshouldrequireand,thus,areoverworkedorunderpaidfortheworkexpected.Suchreactionscouldbeexpectedtobereflectedinnegativeoutcomesofthetypeobservedinthisstudy.Weconclude,therefore,thatwhilethesupervisorshouldattemptt
6、obeperceivedasemployinganemployee-centeredleadershipstyle(consult-join),he/shemustmaintainasupervisoryroleandavoidbeingperceivedasabdicatingresponsibility."Reference:Tannenbaum,R.andSchmidt,W."Howtochoosealeadershippattern".HarvardBusinessReview,1958,36,95-101.AlsoKnownAs:Emplo
7、yeeParticipationandParticipativeManagement[Examples:Tell:Usefulwhencommunicatingaboutsafetyissues,governmentregulations,decisionsthatneitherrequirenoraskforemployeeinput.Sell:Usefulwhenemployeecommitmentisneeded,butthedecisionisnotopentoemployeeinfluence.Consult:Thekeytoasucces
8、sfulconsultationistoinformemployees,onthefrontendofthe
