Publication Type
Journal Article
Version
submittedVersion
Publication Date
10-2011
Abstract
A perennial question facing managers is how much decision latitude to give their employees at work. The current research investigates how decision latitude affects employees'' perceptions of managers'' personalities and, in turn, their leadership effectiveness. Results from three studies using different methods (two experiments and a survey) indicate an inverted-U shaped relationship between degree of decision latitude and leadership effectiveness perceptions. The increase in leadership effectiveness perception between low and moderate decision latitude was explained by an increase in perceived agreeableness; the decrease in leadership effectiveness perception between moderate and high decision latitude was explained by a decrease in perceived conscientiousness. Theoretical and practical implications of these findings are discussed.
Keywords
Leadership perception, Personality, Autonomy, Decision latitude
Discipline
Business | Organizational Behavior and Theory
Research Areas
Organisational Behaviour and Human Resources
Publication
Leadership Quarterly
Volume
22
Issue
5
First Page
863
Last Page
880
ISSN
1048-9843
Identifier
10.1016/j.leaqua.2011.07.008
Publisher
Elsevier
Citation
CHUA, Roy Y. J. and Iyengar, Sheena S..
Perceiving freedom givers: Effects of granting decision latitude on personality and leadership perceptions. (2011). Leadership Quarterly. 22, (5), 863-880.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/3984
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1016/j.leaqua.2011.07.008