A laboratory study of group decision making found that social context (competitive or cooperative) and decision strategy (consensus or majority voting) affected decision acceptance, understanding, decision time, and affective reactions to the group, although decision quality was not affected

Empirical tests have indicated that following the Vroom-Yetton Normative Model of leadership predicts reliably to successful managerial decision-making. However, it does not consider the kind of social interaction among decision makers. Recent experiments have demonstrated that controversy...

This experiment demonstrated that managers' structuring controversy, especially in a competitive context, encouraged greater exploration of the problem and higher quality decisions than concurrence seeking. However, this competitive approach to controversy disrupted the relationships among the...

This paper argues that developing productive relationships is an essential capability of effective leaders. Research both in the East and the West has demonstrated that managers who develop effective relationships motivate and inspire employees to solve problems and perform effectively. It is...