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Military Leaders and Followers: Do They Have Different Decision Styles?
Försvarshögskolan, Militärvetenskapliga institutionen (MVI), Ledningsvetenskapliga avdelningen (LVA).
2009 (Engelska)Ingår i: Scandinavian Journal of Psychology, ISSN 0036-5564, E-ISSN 1467-9450, Vol. 50, nr 4, s. 317-325Artikel i tidskrift (Refereegranskat) Published
Abstract [en]

There are five different, although not mutually exclusive, styles exhibited by military officers when making decisions: rational, intuitive, dependent, avoidant, and spontaneous (Scott & Bruce, 1995). The purpose was to investigate if elected leaders of military planning teams had a different configuration of decision-making styles than their team members. Participants were 98 army captains organized in 16 brigade-level planning teams. The results indicate that team leaders tended to be more spontaneous and less rational, dependent and avoidant in their style configuration than their team members. One possible explanation is that the style configuration exhibited by many of the elected leaders comes through to others as forcefulness and decisiveness and that such a profile is in line with a general leadership culture. The results also provide support for the General Decision-Making Style inventory as a measurement of decision styles, because they suggest that the self-reports coincide with displayed, observable behavior.

Ort, förlag, år, upplaga, sidor
2009. Vol. 50, nr 4, s. 317-325
Nyckelord [en]
Decision-making styles, GDMS, spontaneous, rational, avoidant, dependent
Nationell ämneskategori
Samhällsvetenskap
Forskningsämne
Ledningsvetenskap
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URN: urn:nbn:se:fhs:diva-312DOI: 10.1111/j.1467-9450.2009.00714.xISI: 000267885500004OAI: oai:DiVA.org:fhs-312DiVA, id: diva2:297909
Tillgänglig från: 2010-02-19 Skapad: 2010-02-19 Senast uppdaterad: 2018-06-28Bibliografiskt granskad

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Thunholm, Peter

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