The effects of leadership style and group structure upon small group productivity: A test of a discrepancy theory of leader effectiveness

Abstract

The discrepancy theory of leader effectiveness (O'Brien & Harary, 1977) was tested with 20 three-person groups. Each group leader was pre-selected on the basis of scores on the FIRO-B scales which measured control and participation (inclusion) needs. Half the leaders selected had high control and low participation needs and the other half had low control and high participation needs. Matched and discrepant group structures were imposed by using two structures which provided either high control and low participation opportunities or low control and high participation opportunities. The effects of leader style and group structure were tested using a 2 × 2 factorial design with rated productivity on production and discussion tasks being the dependent measure. Group structure had a significant effect upon group productivity, but the results showed no significant interactions between leader style and group structure. Group structure accounted for approximately 41% of variance in group productivity, whereas the style × structure interaction accounted for approximately 1%. There were no significant effects upon satisfaction with the task or co-workers. Discussion of the results concludes with a recommendation that theories of leadership become embedded within structural theories of group productivity.