Situation effects and levels of analysis in the study of leader participation

Abstract

Cumulative research pertaining to the Vroom-Yetton and Vroom-Jago models suggests that multiple levels of analysis are needed to understand a leader's choice of autocratic versus participative behaviors. Leadership scales that simply aggregate behavior across situations are incapable of detecting situational and persons by situation effects that do, in fact, exist. Research designs that capture these effects and that test specific prescriptive models are described.