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The Frequency of Self-Limiting Behavior in Groups: A Measure and an Explanation

University of Connecticut, School of Business Administration, 368 Fairfield Road, Box U-41, Storrs, Connecticut 06269-2041.

This study sought to develop a valid and reliable measure of the frequency with which individuals choose to engage in self-limiting behavior in groups, i.e., behavior that reduces the individual's influence on or contribution to the performance of a work group's task. In addition, this study explored under what general conditions managers perceive they are most inclined to engage in self-limiting behavior when they are members of a task group. Based on in-depth interviews of managers and executives, and a relevant literature search, 45 conditional statements were developed to encompass the most commonly cited reasons for engaging in self-limiting behavior. Utilizing these statements, a reliable and valid instrument was developed to measure the frequency with which managers perceive themselves engaging in self-limiting behavior. Factor analysis revealed that there were six underlying conditions which precipitate self-limiting behavior on the part of a group member: (1) an indifferent group climate, (2) an unimportant or meaningless task, (3) low task mastery expectations, (4) the presence of a highly qualified member, (5) the presence of a persuasive member, and (6) pressures to conform. The results also suggest that the frequency with which managers report that they engage in self-limiting behavior is not influenced by their age nor by the type of group on which they are reporting.

Key Words: social loafing • groupthink • free riding • self-limiting behavior • Abilene paradox

Human Relations, Vol. 44, No. 8, 877-895 (1991)
DOI: 10.1177/001872679104400807


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