Effects of group performance and leader behaviour on leadership perceptions (original) (raw)
Related papers
EFFECTS OF GROUP PERFORMANCE AND LEADER BEHAVIOR ON LEADERSHIP PERCEPTIONS
1987
The study examined the effects of group performance and leader behavior on leadership perceptions. One hundred fifty engineering undergraduates participated in roleplaying situations. They were randomly assigned to one of the six treatment conditions in the 2 x 3 factorial experiment. Results indicated that ratings on leadership perceptions were significantly influenced by the interaction between group performance and leader behavior. Certain main effects, as expected, of leader behavior and group performance were also observed. Implications of these findings for those in leadership roles are discussed. and directions for future research are suggested.
Effects of within-group and between-groups variation in leadership
Journal of Applied Psychology, 1981
The satisfaction and role perceptions of 672 Guardsmen from 31 units of the Army National Guard were correlated with the Leadership Behavior Description Questionnaire (LBDQ) Consideration and Initiating Structure scale scores describing their first sergeants and unit commanders. Between-units leadership effects were examined by correlating the averaged LBDQ scores in each unit, which were assigned to each respondent in that unit, with the individual-level criteria. Within-unit leadership effects were examined through a hierarchical regression analysis in which unit means were entered in the first step. Although the effects of within-group variation in leader behavior were stronger than between-groups variation, both variations significantly predicted subordinate reactions.
Leading groups: Leadership as a group process
Group Processes & Intergroup Relations, 2013
Although leadership is fundamentally a social psychological (and group) phenomenon, interest in the social psychology of leadership has waxed and waned over the years. The present article briefly reviews this chequered history and then discusses recent theoretical and empirical developments that extend the study of social cognition and social identity to the domain of leadership. In addition, we consider how the eight empirical articles that constitute this Special Issue relate to, and further, the study of leadership as a group process, and conclude by identifying fertile areas for future research.
HOW LEADERSHIP STYLE MAY AFFECT GROUP DYNAMICS
Tshidi M Wyllie, 2020
To function effectively Organisations need leaders as opposed to bosses; there is a difference between a leader and a boss as depicted in the video on the link below. To provide quality products and services organizations need employees, and for a well-coordinated strategic performance and effective achievement of organizational goals and objectives employees have to be guided, mentored and motivated to deliver. Therefore, to have effective service delivery there is need for effective organizational leaders with appropriate transformational and performance enabling leadership styles and skills that could positively impact human resources and employee group dynamics. It is on this premise that this paper briefly explores the implications of leadership on group dynamics and employee performance.
Leadership and regressive group processes: A pilot study
The International Journal of Psychoanalysis, 2008
Various perspectives on leadership within the psychoanalytic, organizational and sociobiological literature are reviewed, with particular attention to research studies in these areas. Hypotheses are offered about what makes an effective leader: her ability to structure tasks well in order to avoid destructive regressions, to make constructive use of the omnipresent regressive energies in group life, and to redirect regressions when they occur. Systematic qualitative observations of three videotaped sessions each from N = 18 medical staff work groups at an urban medical center are discussed, as is the utility of a scale, the Leadership and Group Regressions Scale (LGRS), that attempts to operationalize the hypotheses. Analyzing the tapes qualitatively, it was noteworthy that at times (in N = 6 groups), the nominal leader of the group did not prove to be the actual, working leader. Quantitatively, a significant correlation was seen between leaders' LGRS scores and the group's satisfactory completion of their quantitative goals (p = 0.007) and ability to sustain the goals (p = 0.04), when the score of the person who met criteria for group leadership was used.
The moderator effect of need for closure on the relations between leader group prototypicality and different aspects of leadership effectiveness (perceived effectiveness, job satisfaction, self-rated performance, and turnover intentions) was examined. Need for closure, reflecting a desire to reduce uncertainty, was proposed to lead people to turn to their group memberships, thus making leadership effectiveness more contingent on the extent to which leaders are group prototypical. This hypothesis was tested in a survey of N = 242 employees of 3 Italian companies. Results indicated the expected 2-way interaction between need for closure and leader group prototypicality in predicting leadership effectiveness: the relationship between leader group prototypicality and leadership effectiveness is stronger for high need for closure than for low need for closure employees. The way in which these findings extend the social identity theory of leadership, as well as more applied implications is discussed. D
European Management Review, 2020
Leadership is inextricably intertwined with the notion of influence. When examining the most prominent contemporary approaches to leadership, notably neo-charismatic leadership theories, trait-based approaches to leadership and leader-member exchange theories, the factors that determine leaders' influence are sought in the individual leader. This paper uses social identity approaches to leadership as a basis for constructing a conceptual argument for investigating factors beyond the individual leader that impact on leaders' influence. We focus on group-level factors that impact on leader influence. Using a minimal definition of social groups as point of orientation and framed by the philosophy of social constructionism, we show that two factors beyond the individual leader can be identified: group entitativity, or 'groupiness', is identified as a group-level factor, and group identification is identified as a member-level factor. This research contributes to a wider understanding of leader effectiveness by devoting closer attention to the effect of group dynamics on leader influence.
Leadership Quarterly, 2018
In this article, we provide a wide-ranging review of recent research on leader individual differences. The review focuses specifically on the explosion of such research in the last decade. The first purpose of this review is to summarize and integrate various conceptual frameworks describing how leader attributes influence leader emergence and leader effectiveness. The second purpose is to provide a comprehensive review of empirical research on this relationship. Also, most prior reviews primarily examined leader personality traits; this review includes a broader array of leader attributes, including cognitive capacities, personality, motives and values, social skills, and knowledge and expertise. The final broad purpose of this paper is to review and integrate situational and contextual parameters into our conceptual framing of leader individual differences. Few, if any, prior reviews have systematically accounted for the critical role of such parameters in cuing, activating, or delimiting the effects of particular leader attributes. We do so in this article.
Taking the Reins: The Effects of New Leader Status and Leadership Style on Team Performance
Journal of Applied Psychology, 2011
New leaders face a challenging task when they take charge of their teams. They have to determine how best to guide the work process, and they must understand how their behaviors will affect the members of their team. This research examines how a newly assigned team leader's status moderates subordinates' reactions to different leadership styles to affect assessments of the leader's self-confidence and effectiveness, and how this impacts team performance. Across 2 experimental studies, results demonstrate that low-status leaders are rated as more effective when they use a directive style, whereas high-status leaders are viewed as more effective when they use a participative style, and this relationship is mediated by perceptions of self-confidence. In addition, teams whose leaders are viewed more favorably perform better on a complex group task. These findings imply that low-status individuals are able to enhance their level of personal power by drawing on whatever positional power they hold, whereas high-status individuals are better off relying solely on their personal power to influence others. This research also provides a clear demonstration that assessments of new leaders' behaviors are subject to an appraisal that is clouded by observers' status perceptions and attributions.