The Moderating Effects of Leadership Style on Subordinates' Perceptions of Decision Effectiveness: A Partial Test of the Vroom-Yetton Model‪.‬

ABSTRACT To investigate if a manager's basic leadership style moderates subordinates' perceptions of decision effectiveness, an experiment involving 258 students was conducted. Leadership style (transformational or transactional) and decision-making behavior ("consistent" or "inconsistent" with the Vroom-Yetton contingency model) were manipulated. Managers profiled as transformational leaders were rated significantly higher than those in the transactional and control conditions were, even when they engaged in autocratic behavior when the Vroom-Yetton model prescribed a group approach to decision making.