Effects of Superiors' Influence Orientation on Their Decision Making in Controversy

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Abstract
How a superior influences his subordinates may affect the dynamics of their controversy and its potential benefits on decision making. Fifty-two students at a Canadian university took the role of a superior who needed to make a decision about job rotation. They were randomly assigned to the conditions of collaboratively influencing, not influencing, or controlling the subordinate who either deferred or tried to control. Collaboratively oriented superiors explored, understood, and integrated the subordinate's position with their own into the decision, and developed generally positive attitudes toward the subordinate. A control oriented approach was less successful; its specific effects depended on whether the subordinate took a deferent or control minded stance.

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