Social Influence and Structure: Elements of A General Theory of Leadership

Philip Yetton and Andrew Crouch
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Philip Yetton: Australian Graduate School of Management, University of New South Wales. The authors gratefully acknowledge comments by Preston Bottger, Dexter Dunphy and Bob Wood and the financial support of the ARGS.
Andrew Crouch: Australian Graduate School of Management, University of New South Wales. The authors gratefully acknowledge comments by Preston Bottger, Dexter Dunphy and Bob Wood and the financial support of the ARGS.

Australian Journal of Management, 1983, vol. 8, issue 2, 15-26

Abstract: The contemporary leadership theories of Fiedler (LPC Contingency Theory), House (Path Goal, Vroom and Yetton (Decision Making) and Graen (Vertical Dyad Linkage) are commonly viewed as divergent, if not competing. The result is a fragmented leadership literature which contains little theoretical or empirical integration. The apparent diversity of these theories is substantially reduced and their common basic structures revealed if they are reconsidered in the context of a social influence-structure matrix, where social influence is the form or level of subordinate involvement in task matters, and social structure is the context in which managersubordinate interaction takes place.

Keywords: LEADERSHIP; COMPETING MODELS (search for similar items in EconPapers)
Date: 1983
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:8:y:1983:i:2:p:15-26

DOI: 10.1177/031289628300800202

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