The effect of leadership and cultural heterogeneity on group performance: A test of the contingency model

Abstract

An experiment was conducted (a) to compare the performance of 96 culturally and linguistically homogeneous and heterogeneous three-man teams under powerful and weak leadership positions and on three types of tasks varying in structure and requirements for verbal interaction, and (b) to test a previously described Contingency Model of Leadership Effectiveness. Homocultural and heterocultural groups differed in performance only on the highly verbal task. Heterogeneous groups, despite obvious communication difficulties and culturally divergent backgrounds, performed about as well on the structured and nonverbal tasks as did homogeneous groups. Groups led by recruit leaders performed as well as groups directed by petty officers. Thus, neither the military leadership training and experience nor the position power of petty officers contributed to the effectiveness of these groups. These findings have considerable potential implications for leadership training programs and evaluation of the communication variable in affecting group productivity. The experiment clearly supported the hypothesis derived from the Contingency Model that the specific leadership style required for effective group performance is contingent upon the favorableness of the group-task situation. As in previous research, groups under managing, task-controlling (low LPC) leaders performed best in very favorable group-task situations as well as in group-task situations which were relatively unfavorable or very unfavorable. Permissive, considerate, group-oriented leaders performed best in situations intermediate in favorableness.