PERSONNEL P~YCROLOGY zyxwvu 1971, zyxwvutsrq 24, 35-44 SPECIFIC LEADERSHIP BEHAVIORS THAT PROMOTE PROBLEM SOLVING' zyx NORMAN R. F. MAIER AND MARSHALL SASHKIN The University of Michigan WHEN there is a conflict between two decisions, one favored by the leader, the other by subordinates, the final decision can be a victory for one or the other, a compromise, or the generation of an integrative alternative. The outcome that results depends on the skill of the leader as well as the nature of the members. In a simulated problem situation previously studied (Changing Work Procedure, Maier, 1952) the generation of an integrative alternative has been regarded as the best outcome because (a) it integrates the facts important to both sides of the controversy (Maier, 1968: Maier and Thurber, 1969), (b) it is associated with creativity (Colgrove, 1968), and (c) it has the highest acceptance of all parties (Maier and Hoff- man, 1965). Conditions found to be favorable to the development of integrative solutions include the training of the leader in group de- cision (Maier, 1953) and instructing leaders to discuss problems of workers before raising his problem (Maier and Solem, 1962). The most common approach of the leader, even after considerable train- ing, is t o try to persuade the workers to adopt the solution he has in mind, as contrasted with the approach of posing a problem and re- questing the workers' participation in finding a solution. The latter apparently is difficult for zyxwv a leader to do. When he has a preferred solution in mind, there is a strong tendency for him to reveal a bias. It is also found that leaders usually fail to share data with the work- ers. This occurs even when they are requested to do so (Maier, 1968). Maier (1963, 1970) postulated that a problem-solving approach is more effective in resolving differences than a persuasion approach, 1This research was supported by USPHS Grant No. MH-02704-11 to N. R. F. Maier. We are indebted to Trudy Casselman for helpful suggestions. 35