Advanced
search

To read this content please select one of the options below:

PARTICIPATION IN DECISION‐MAKING

N.F. DUFTY (Dean of Social Sciences at the Western Australian Institute of Technology. He holds the degrees of B.A., M.Ed. and PH.D. (W.A.) and M.A. (Ill.). Dr. Dufty was a Visiting Scholar at Stanford University in 1978.)
J.G. WILLIAMS (Co‐ordinator of Graduate Studies, School of Business and Administration, Western Australian Institute of Technology. He holds the degrees or B.A., B.Sc. and Ph.D. (W.A.), B.Ed. (Qld.) and M.Ed. (Alta.). Dr. Williams is currently investigating aspects of Principals' behaviour in West Australian schools.)

Journal of Educational Administration

ISSN: 0957-8234

Article publication date: 1 January 1979

706

Abstract

An analysis of decision‐making procedures and managerial styles of department heads in an academic institution is used to test the contingency model of managerial leadership. The procedures and styles of thirty academic heads are compared with those reported in other studies of managers in private enterprises and public bureaucracies. In both the academic and non‐academic situations, decisions and styles range over autocratic, participatory and delegative approaches. Evidence is put forward that the academic heads are, on average, as effective as managers in the other sectors but that they tend to use participatory and power‐sharing procedures more than their counterparts in private industry and public service. The contingency theory of managerial leadership seems therefore to be supported by this study.

Citation

DUFTY, N.F. and WILLIAMS, J.G. (1979), "PARTICIPATION IN DECISION‐MAKING", Journal of Educational Administration, Vol. 17 No. 1, pp. 30-38. https://doi.org/10.1108/eb009803

Publisher

:

MCB UP Ltd

Copyright © 1979, MCB UP Limited

Related articles

Manage cookies

We’re listening — tell us what you think

Join us on our journey