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The Role of Authoritarian and Laissez-Faire Leaders on Subordinate's Compliance and Pluralistic Ignorance
The Role of Authoritarian and Laissez-Faire Leaders on Subordinate's Compliance and Pluralistic Ignorance
상세정보
- 자료유형
- 학위논문 서양
- 최종처리일시
- 20250211153111
- ISBN
- 9798384460206
- DDC
- 301.1
- 저자명
- Ospina, Juan.
- 서명/저자
- The Role of Authoritarian and Laissez-Faire Leaders on Subordinates Compliance and Pluralistic Ignorance
- 발행사항
- [Sl] : The Ohio State University, 2024
- 발행사항
- Ann Arbor : ProQuest Dissertations & Theses, 2024
- 형태사항
- 103 p
- 주기사항
- Source: Dissertations Abstracts International, Volume: 86-04, Section: A.
- 주기사항
- Advisor: Spencer, Steven.
- 학위논문주기
- Thesis (Ph.D.)--The Ohio State University, 2024.
- 초록/해제
- 요약The present series of studies aimed to explore the relevance of novel leadership prototypes (i.e., autonomous, paternalistic, authoritarian, and laissez-faire) on compliance and pluralistic ignorance in different cultures-Western democracies, a paternalistic society, and an informational autocracy. We recruited participants with part- or full-time jobs who categorized their boss into one of four different leadership prototypes, and then assessed compliance, and pluralistic ignorance with misinformation. Chapter 2 validated these leadership prototypes by demonstrating that people with authoritarian and laissez-faire leaders endorsed more loyalty and nepotism in their organization, and differentiated authoritarian vs. laissez-faire leaders by the frequency of interactions that they have with their subordinates. Chapter 3 demonstrated the relationship between these leadership prototypes on general, public, and private compliance with misinformation, and pluralistic ignorance: People with authoritarian and laissez-faire leaders were more likely to comply with misinformation and believed that their coworkers would be more likely to comply than themselves. We aimed to extend both the leadership literature and the social influence literature by demonstrating that the social forces of controlling leaders are related to people's compliance and pluralistic ignorance about misinformation.
- 일반주제명
- Social psychology
- 일반주제명
- Educational leadership
- 키워드
- Leader's control
- 키워드
- Leader's care
- 키워드
- Compliance
- 키워드
- Social influence
- 기타저자
- The Ohio State University Psychology
- 기본자료저록
- Dissertations Abstracts International. 86-04A.
- 전자적 위치 및 접속
- 로그인 후 원문을 볼 수 있습니다.
MARC
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■1001 ▼aOspina, Juan.
■24510▼aThe Role of Authoritarian and Laissez-Faire Leaders on Subordinate's Compliance and Pluralistic Ignorance
■260 ▼a[Sl]▼bThe Ohio State University▼c2024
■260 1▼aAnn Arbor▼bProQuest Dissertations & Theses▼c2024
■300 ▼a103 p
■500 ▼aSource: Dissertations Abstracts International, Volume: 86-04, Section: A.
■500 ▼aAdvisor: Spencer, Steven.
■5021 ▼aThesis (Ph.D.)--The Ohio State University, 2024.
■520 ▼aThe present series of studies aimed to explore the relevance of novel leadership prototypes (i.e., autonomous, paternalistic, authoritarian, and laissez-faire) on compliance and pluralistic ignorance in different cultures-Western democracies, a paternalistic society, and an informational autocracy. We recruited participants with part- or full-time jobs who categorized their boss into one of four different leadership prototypes, and then assessed compliance, and pluralistic ignorance with misinformation. Chapter 2 validated these leadership prototypes by demonstrating that people with authoritarian and laissez-faire leaders endorsed more loyalty and nepotism in their organization, and differentiated authoritarian vs. laissez-faire leaders by the frequency of interactions that they have with their subordinates. Chapter 3 demonstrated the relationship between these leadership prototypes on general, public, and private compliance with misinformation, and pluralistic ignorance: People with authoritarian and laissez-faire leaders were more likely to comply with misinformation and believed that their coworkers would be more likely to comply than themselves. We aimed to extend both the leadership literature and the social influence literature by demonstrating that the social forces of controlling leaders are related to people's compliance and pluralistic ignorance about misinformation.
■590 ▼aSchool code: 0168.
■650 4▼aSocial psychology
■650 4▼aEducational leadership
■653 ▼aLeadership styles
■653 ▼aLeader's control
■653 ▼aLeader's care
■653 ▼aCompliance
■653 ▼aPluralistic ignorance
■653 ▼aSocial influence
■690 ▼a0451
■690 ▼a0449
■71020▼aThe Ohio State University▼bPsychology.
■7730 ▼tDissertations Abstracts International▼g86-04A.
■790 ▼a0168
■791 ▼aPh.D.
■792 ▼a2024
■793 ▼aEnglish
■85640▼uhttp://www.riss.kr/pdu/ddodLink.do?id=T17164990▼nKERIS▼z이 자료의 원문은 한국교육학술정보원에서 제공합니다.
