Attitudinal Changes of Youth Group Leaders in Teacher Training: A Preliminary Study

Maas, Henry S.

doi:10.1080/00220671.1950.10881821

Cited by 2 publications

(4 citation statements)

References 2 publications

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“…Another interpretation, of course, is simply that the pretest was ineffective in influencing the effect of the experimental treatment. Of 14 other studies of attitude change (Berrien, 1950;Cromwell, 1955;Green, 1952;Jarrett & Sherriffs, 1953;Kelley & Volhkert, 293 1952;Kelman, 1953;Lindgren, 1944;Maas, 1950;Osgood & Tannenbaum, 1955;Plant, 1956;Sawyer, 1954;Thistlethwaite & Kamenetzky, 1955;Wagman, 1955;Weiss, 1953) which utilized a pretest-treatment-posttest design, all failed to control for the possibility of the interaction effect described above.…”

mentioning

confidence: 99%

Pretest-treatment interaction effects in attitudinal studies.

Lana¹

1959

Psychological Bulletin

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mentioning

confidence: 99%

Pretest-treatment interaction effects in attitudinal studies.

Lana¹

1959

Psychological Bulletin

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“…In one of the first studies examining the effects of leadership experience, students demonstrated increased understanding and acceptance of young people's behavior after a leadership experience (Maas, 1950). In addition, students who initially reported poor self-adjustment significantly improved on this dimension after their experience.…”

Section: Leadership Experiencementioning

confidence: 99%

“…Although research has examined the effects of leadership experience on leaders' attitudes and behaviors (e.g. Maas, 1950;Schilling, 2007), researchers have not examined how this experience affects the degree to which leaders desire certain personality traits for other leaders. If leadership experience affects trait desirability, and these desired traits predict important leadership outcomes, then leadership selection and promotion may benefit from an examination of the influence experience has on trait desirability.…”

mentioning

confidence: 99%

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What do people desire in their leaders? The effect of leadership experience on desired leadership traits

Nichols

2016

Leadership &Amp; Organization Development Journal

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Purpose – The purpose of this paper is to determine how leadership experience affects the value leaders place on leadership traits. In particular, the author sought to determine if individuals with different amounts of leadership experience deferentially desire traits related to dominance and cooperation. Design/methodology/approach – Participants reported the importance of dominant and cooperative traits for an ideal leader, and reported the number of leadership roles that they had experienced. Findings – The desirability of dominance-related traits decreased as leadership experience increased, but only for women. In contrast, the desirability of cooperation-related traits remained the same, regardless of leadership experience or gender. Practical implications – Overall, these findings suggest leaders learn to desire different traits as they gain leadership experience. Implications of this research may exist in both business and political domains. In business, several leadership outcomes depend on trait desirability. In addition, interview and selection decisions may depend on the leadership experience and gender of the decision-maker. Organizations should carefully select members of the organization to make these critical hiring decisions. In politics, candidates would be wise to consider the leadership experience and gender of constituents in their self-presentation attempts. Originality/value – This research presents the first examination of the effect of leadership experience on the desirability of leader personality traits. In addition, this is one of the first studies to refocus on the dominance/cooperation dichotomy and “ideal” leadership – a promising focus for future trait research.

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Attitudinal Changes of Youth Group Leaders in Teacher Training: A Preliminary Study

Cited by 2 publications

References 2 publications

Pretest-treatment interaction effects in attitudinal studies.

Pretest-treatment interaction effects in attitudinal studies.

What do people desire in their leaders? The effect of leadership experience on desired leadership traits

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