Behavioral correlates of perceived leadership.

Abstract

In analyses of transcripts from 108 3-man groups, perceived leaders participated significantly more than nonleaders in production, discussion, and problem solving tasks. With the effect of overall participation partialed out, very few behavioral differences between leaders and nonleaders remained. However, high participation was neither a sufficient nor necessary condition for perceived leadership. High participators, not perceived as leaders, emphasized activities detrimental to group creativity and deemphasized facilitative activities. Although it was not possible to account for the leadership ratings of most low participators, for some it appeared that nominal leadership assignments made by E were not altered by an appointed leader's relative lack of participation in his group. (17 ref.) (PsycINFO Database Record (c) 2006 APA, all rights reserved)