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.)

Predictors of the emergence of transformational leadership in virtual decision teams

“…An interesting aspect of activity level relates to its timing. Morris and Hackman (1969) found that emergent leaders were not only those who expressed more ideas, but also those individuals who initiated the process and asked more questions than others within the group. In text-based VTs, frequency of participation can be measured by the quantity of written interactions, that is, the absolute or relative number of comments per individual in the team (e.g., Bonito, 2000;Straus, 1996).…”

“…For activity level, we followed Morris and Hackman (1969) and Bonito (2000) and flagged initiation of ideas in the VTs by registering a score of "1" in each team for the participant that authored the first meaningful, written utterance, and "0 for the others. We also calculated a percentile for each participant that shows their frequency of participation-the proportion of the total group utterances that was represented by their contribution (see, Mullen, Salas, & Driskell, 1989).…”

Labels and leaders: The influence of framing on leadership emergence

“…Research suggests that task-oriented behaviors are associated with leadership emergence in task-oriented groups (e.g., Carter, Haythorn, Shriver, & Lanzetta, 1951;Kirscht, Lodahl, & Haire, 1959;Morris & Hackman, 1969;Stein & Heller, 1979;Mullen, Salas, & Driskell, 1989), and are perceived as the most appropriate form of leadership behavior under time pressure (Kerr, Schriesheim, Murphy, & Stogdill, 1974). Hence, we chose two task-oriented leadership emergence behaviors to code for.…”

A Taxonomy for Composing Effective Naval Teams

“…Morris and Hackman (1969) found a significant relationship between participation and leadership. Riecken (1958) found that the more talkative group member was more effective at generating task-oriented solutions.…”