PubMed · 11998232
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Penny Llewellyn. 2002-04-17. Research notes.. https://doi.org/10.7748/ns.16.31.22.s37
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This study examines the associations, and possible causal relationship, between mothers' authoritarian attitudes to discipline and child behaviour using cross-sectional and prospective data from a large population sample surveyed in the 1970 British Cohort Study. Results show a clear linear relationship between the degree of maternal approval of authoritarian child-rearing attitudes and the rates of conduct problems at age 5 and age 10. This association is independent of the confounding effects of socio-economic status and maternal psychological distress. Maternal authoritarian attitudes independently predicted the development of conduct problems 5 years later at age 10. The results of this longitudinal study suggest that authoritarian parenting attitudes expressed by mothers may be of significance in the development of conduct problems.
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Hardly anyone has a good word to say about hierarchies. Academics, consultants, and management gurus regularly forecast their imminent replacement because hierarchies--even when populated by considerate and intelligent people--can be cruel and stupid. They routinely transform motivated and loyal employees into disaffected Dilberts. It's no wonder that we continue to search for more humane and productive alternatives to them. Yet the intensity with which we struggle against hierarchies only serves to highlight their durability. Hierarchy, it seems, may be intrinsic not only to the natural world but also to our own natures. In this article, organizational behavior expert Harold J. Leavitt presents neither a defense of human hierarchies nor another attack on them. Instead, he offers a reality check, a reminder that hierarchy remains the basic structure of most, if not all, large, ongoing human organizations. That's because although they are often depicted as being out of date, hierarchies have proved to be extraordinarily adaptive. Over the past 50 years, for example, they have co-opted the three major managerial movements--human relations, analytic management, and communities of practice. Hierarchies also persist because they deliver real practical and psychological value, and they fulfill our deep need for order and security. Despite the good they may do, hierarchies are inevitably authoritarian. That authoritarianism shows up in all kinds of ways and influences everything in organizations, particularly communication. In multilevel organizations, for instance, messages get distorted as they travel up and down the ladder of command. Self-protection and self-interest weigh in, and relevant information is lost as messages make stops along the route. Sensitive leaders take steps to make speaking the truth as painless as possible. But it never is in organizations, because authoritarianism is an immutable element of hierarchy.