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Military Leaders and Followers: Do They Have Different Decision Styles?
Swedish National Defence College, Department of Military Studies, Command & Control Studies Division.
2009 (English)In: Scandinavian Journal of Psychology, ISSN 0036-5564, E-ISSN 1467-9450, Vol. 50, no 4, 317-325 p.Article in journal (Refereed) 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.

Place, publisher, year, edition, pages
2009. Vol. 50, no 4, 317-325 p.
Keyword [en]
Decision-making styles, GDMS, spontaneous, rational, avoidant, dependent
National Category
Social Sciences
Research subject
Ledningsvetenskap
Identifiers
URN: urn:nbn:se:fhs:diva-312DOI: 10.1111/j.1467-9450.2009.00714.xISI: 000267885500004OAI: oai:DiVA.org:fhs-312DiVA: diva2:297909
Available from: 2010-02-19 Created: 2010-02-19 Last updated: 2017-06-14Bibliographically approved

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