Abstract
Two hundred and three senior managers, first and second-line supervisors and student leaders from 16 organizations reported on their decision behavior. The research has three distinct features: a) it presents a five-fold typology of decision behavior on a continuum of subordinate influence which can vary from delegation at one end of the scale, to decisions made by the leader without explanation to his subordinate, at the other end; b) the measuring scales use realistic organizational problems for the purpose of assessing decision-making and participation; c) the decision-making preferences of different groups of leaders are compared and related to situational variables. Significant relationships were found between decision behavior and six of the seven situational variables. The implication of these findings for the literature on participation is discussed.
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