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Article
Perceiving freedom givers: Effects of granting decision latitude on personality and leadership perceptions
Leadership Quarterly
  • Roy Y. J. CHUA, Singapore Management University
  • Sheena S. Iyengar, Columbia University
Publication Type
Journal Article
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
Identifier
10.1016/j.leaqua.2011.07.008
Publisher
Elsevier
Creative Commons License
Creative Commons Attribution-Noncommercial-No Derivative Works 4.0
Additional URL
https://doi.org/10.1016/j.leaqua.2011.07.008
Citation Information
Roy Y. J. CHUA and Sheena S. Iyengar. "Perceiving freedom givers: Effects of granting decision latitude on personality and leadership perceptions" Leadership Quarterly Vol. 22 Iss. 5 (2011) p. 863 - 880 ISSN: 1048-9843
Available at: http://works.bepress.com/roy_chua/11/