Effects of cooperative and competitive interdependence and task complexity on subordinates' productivity, perception of leader, and group development.

Hypothesized that subordinates would (1) complete complex tasks more effectively, find their leader more supportive, and develop their group more when the leader structured cooperation rather than competition and (2) complete simple tasks more effectively under conditions of competition. 72 college students took the role of co-workers. The leader gave them either a complex or simple task and placed them in cooperation or competition. Ss in cooperation solved the complex task more effectively, considered the leader more supportive, and came to like and trust each other more compared to Ss in the competitive condition. Leaders who structured competition were seen as production oriented in the simple task condition. Results are interpreted as suggesting that leaders' structuring of cooperation can strengthen subordinates' groups and induce these groups to complete challenging organizational tasks. (French abstract) (31 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)