Participation in Decision-Making: An Examination of Style and Structure and Their Effects on Member Outcomes

Abstract

The relationship between "formal" decision-making structure and "informal" supervisory style and their joint effects on organization member outcomes is examined in a sample of 1000 organization members in a matched sample of ten formally participative organizations and ten matched counterparts of conventional hierarchical design. Both style and structure are found to have significant effects on member outcomes. Style has a more powerful effect on member outcomes than structure. The relationship between supervisory style and decision-making structure is discussed and the implications for organizational development are examined.