Animals often are prosocial, displaying behaviors that result in a benefit to one another [1-15] even in the absence of self-benefit [16-21] (but see [22-25]). Several factors have been proposed to modulate these behaviors, namely familiarity [6, 13, 18, 20] or display of seeking behavior [16, 21]. Rats have been recently shown to be prosocial under distress [17, 18] (but see [26-29]); however, what drives prosociality in these animals remains unclear. To address this issue, we developed a two-choice task in which prosocial behavior did not yield a benefit or a cost to the focal rat. We used a double T-maze in which only the focal rat controlled access to the food-baited arms of its own and the recipient rat's maze. In this task, the focal rat could choose between one side of the maze, which yielded food only to itself (selfish choice), and the opposite side, which yielded food to itself and the recipient rat (prosocial choice). Rats showed a high proportion of prosocial choices. By manipulating reward delivery to the recipient and its ability to display a preference for the baited arm, we found that the display of food-seeking behavior leading to reward was necessary to drive prosocial choices. In addition, we found that there was more social investigation between rats in selfish trials than in prosocial trials, which may have influenced the focals' choices. This study shows that rats provide access to food to others in the absence of added direct self-benefit, bringing new insights into the factors that drive prosociality.

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Leader selection plays a key role in how human social groups are formed and maintained. Leadership is either assigned through formal processes within an organization, or emerges informally through interactions with other group members–particularly in novel contexts. COVID-19 has accelerated the adoption of virtual meetings and more flexible team structures. However our understanding of how assigned leadership influences subsequent leadership emergence in virtual settings is limited. Here we examine the relationship between assigned leadership within an existing organization and subsequent emergent leadership attributions as members engage in virtual interactions. To do so, we created and implemented a novel virtual group decision-making task designed to support quantification of a more comprehensive set of communication style elements, such as speech dynamics and facial expressions, as well as task behaviors. Sixteen members of a real world organization engaged four repeated rounds of a group decision making task with new team members each time. We found participants made novel attributions of emergent leadership rather than relying solely on existing assigned leadership. While assigned leadership did influence leadership attributions, communication style, including amount of speech but also variability in facial expressions, played a larger role. The behavior of these novel emergent leaders was also more consistent with expectations of leadership behavior: they spoke earlier, more often, and focused more on the correct decision than did assigned leaders. These findings suggest that, even within existing social networks, virtual contexts promote flexible group structures that depend more on communication style and task performance than assigned leadership.

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