ERIC Number: ED033191
Record Type: RIE
Publication Date: 1968
Reference Count: 0
The Effects of Different Leadership Styles on Group Performance: A Field Experiment.
Reilly, Anthony Joseph, III
This study tested Fiedler's contingency model of leadership effectiveness on 86 nursing students in a large midwestern hospital. Fourteen individuals representing the task oriented and relationship-oriented leadership styles and two levels of sociometric status were randomly designated as leaders for small groups. The groups worked on five structured and five unstructured nursing problems in 10 fifty-minute sessions. The hypothesis that leaders of different styles use different kinds of verbal statements in communicating with their group members was not confirmed. Rather, a difference in the amount of verbal involvement was suggested. Task-oriented leaders talked significantly more to their group members. Superior performance of the groups led by relationship-oriented leaders on both types of problems did not support the hypothesis that relationship-oriented leaders perform more effectively on unstructured problems. It was suggested that future research include measures to test the interpretation that the overall nursing philosophy outweighs the type of task. All instruments are presented in the appendixes. (JK)
Descriptors: Interaction Process Analysis, Leadership Styles, Nursing, Peer Groups, Problem Solving, Sociometric Techniques, Students, Tables (Data)
Industrial Relations Center, Iowa State Univ., Ames, Iowa 50010 (No charge)
Publication Type: N/A
Education Level: N/A
Authoring Institution: Iowa State Univ. of Science and Technology, Ames. Industrial Relations Center.