A natural experiment on the influence of leadership behavior patterns on scientific productivity

Reported in this article is a field study situation where organizational change created conditions tantamount to a natural experiment on the relationship of leadership behavior pattern to group morale and productivity. A formerly undifferentiated group was divided so that half the personnel remained under the control of their former leader, while half the personnel were placed under the control of a new leader. Grouping was done on a project basis, not on the basis of scientific disciplines; social and geographic organization remained unchanged; the essential difference after the organizational change for scientists in the other group was a change in environment with half of their workmates under new leadership. Whereas the former leader had been relatively permissive in behavior, the new leader was autocratic and directive. Productivity was measured by publication rate, and morale indicated by turnover rate. Observational and interview data provided support. It was found that autocratic leadership had an immediate effect in lowering morale and productivity in the group directly under this form of control; after a short time lag, morale and productivity also suffered in the group of scientists not under autocratic control, but working in the same environment.