Leader Direction and Employee Participation in Decision Making: Contradictory or Compatible Practices?

The literature indicates that direction and participation can coincide in a practice called `loose-tight'. This is the core of the multiple-level model proposed. It implies that leaders and members alike can simultaneously be active and influential along the 3 phases of the work process: strate...

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Bibliographic Details
Published in:Applied psychology 1997-10, Vol.46 (4), p.387-415
Main Author: Sagie, Abraham
Format: Article
Language:English
Subjects:
Compatability
Employee participation
Israel
Leadership
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Summary:The literature indicates that direction and participation can coincide in a practice called `loose-tight'. This is the core of the multiple-level model proposed. It implies that leaders and members alike can simultaneously be active and influential along the 3 phases of the work process: strategy determination, tactical decision making, and execution. The model presents cognitive and motivational mediators of the effect of the combined loose-tight leader practice on members' task performance and work attitudes. Moderator variables operate at 4 levels: dyad, group, organisation, and environment, and can enhance, neutralise or substitute the loose-tight effect. Includes 8 comments and a rejoinder. (Original abstract-amended)
ISSN:0269-994X
1464-0597
DOI:10.1111/j.1464-0597.1997.tb01244.x