Exchange through emoting: An emotional model of leader–member resource exchanges

Despite research suggesting that emotional interactions pervade daily resource exchanges between leaders and members, the leader–member exchange (LMX) literature has predominantly focused on the interplay between general affective experiences and the overall relationship quality. Drawing upon the affect theory of social exchange, we examine why and how discrete exchange imbalance engenders distinct emotions and shapes downstream work behaviors of the members. Results from a preregistered experimental study with 247 participants and an experience sampling study with time-lagged reports from 79 leaders and 145 members show that a positively imbalanced exchange increases members’ subsequent leader-directed helping via gratitude (but not via shame) and that a negatively imbalanced exchange increases members’ subsequent risk-taking via pride (but not via anger). Moreover, the intensity of such effects hinges upon the average level of resource contributions of leader–member dyads. Our research casts light on the role of transient emotions in dynamic resource exchanges between leaders and members and enriches our knowledge of within-dyad fluctuations of social exchanges.     

The impact of socially projected group composition on behavior in a commons dilemma: A self-attention perspective

Socially projected group compositions, based on subjects’ expectancies about the behavior of others and the number of subjects taking part on the resource use task, were indexed using Mullen’s Additive Other-Total Ratio (Mullen, 1987) and used to predict harvesting behavior in a commons dilemma. One-hundred forty-three males took part in a resource use task in groups ranging in size from two to six members. Just prior to harvesting trials, subjects indicated the number of those taking part that they expected to overharvest and to underharvest, and indicated to which of these groups they had assigned themselves. Results indicated that harvesting behavior varied as a function of the number of others expected to behave differently from self, and conformed to patterns predicted by Self-Attention Theory. With increases in the number of others expected to underharvest, indexing an increase in self-attention, subjects who indicated they would overharvest become more conservative in resource use. However, subjects who indicated they would underharvest did not significantly decrease harvest size with increases in the number of others expected to overharvest. These subjects were already harvesting at an optimal or sub-optimal rate, and therefore had no need to reduce the size of their harvests to match their behavior to standards stressing conservatism in resource use.     

Scarcity or abundance caused by people or the environment as determinants of behavior in the resource dilemma

There is evidence that people respond differently to people-induced scarcities and abundances than to nature-induced ones. In a resource dilemma game, half of 72 subjects were confronted with a scarce remaining resource and the other half with an abundant one. Half of the subjects in each of these conditions learned that scarcity and abundance could be attributed to the members of their own group, while the other half believed that these circumstances were due to the environment. We found that subjects harvested more from the resource in abundance than in scarcity conditions. Furthermore, the difference in harvest size between scarcity and abundance conditions was greater in the environment condition than in the group condition. These results are contrasted to predictions derived from a rational economic analysis and a psychological model that accounts for the results is discussed.     

In the belly of the beast: traumatic countertransference

The authors discuss their work together in a consultation process. One author led many groups that were created to facilitate recovery for persons directly impacted by the terrorist attacks on September 11, 2001; the other acted as consultant to the therapist/leader. The leader was a resident of New York City at the time of the attacks; the consultant lived in a distant Midwestern city and the two had never met prior to the work. They describe their experience of working together and the role of this collaboration in the lives of the leader and the groups. Well aware that little exists in the literature about groups led by leaders having experienced the same trauma as group members, the authors pay special attention to the countertransference that each underwent and raise questions about the effects of that on the group process.     

The effects of communication,resource feedback,and identifiability on behavior in a simulated commons

This study examined the effects of communication, feedback, and identifiability on behavior in a simulated commons. To do this, 64 mixed-sex groups of four introductory psychology students participated in a commons dilemma simulation for 50 trials or until the group exhausted the commons pool. Half of the groups played under a free communication condition, while the other half were prohibited from communicating. Half of the groups in both communication conditions received visual feedback about the amount of the commons' resource (money) which remained after each trial while the other half received no feedback. Finally, half of the groups in each of these four conditions were made highly identifiable by the use of the name tags and feedback about the choices of each player. The remaining groups were assigned to a low identifiability condition in which no name tags were used, no feedback given and group members were separated by wooden dividers to prevent visual contact. Results showed that groups having the opportunity for resource feedback or for communication achieved greater total money harvests and maintained the commons for a greater number of trials than groups having neither. As expected, the largest totals and longest commons maintenance were achieved by groups having both. Identifiability had no influence on the length of commons maintenance except when there was neither resource feedback nor communication opportunities. When both were unavailable, groups in the high identifiability condition harvested more money and maintained the commons longer.     

Behavior of depressed subjects in problem solving groups

This study investigated leadership selection in groups in relation to level of depression of group members. On the basis of MMPI-D and DACL scores 66 subjects were organized into groups of six to eight people consisting of all depressed, all nondepressed, or half depressed and half nondepressed subjects. Subjects performed a problem solving task alone and in groups and completed a questionnaire on leadership choice and group performance. Results indicate that nondepressed group members talked more frequently, were rated as more important contributors, and were selected as leaders more frequently than depressed members. In addition, mixed groups were perceived as more efficient and enjoyable by group members than the unmixed groups. There were no significant differences between depressed and nondepressed subjects on performance of the problem solving task whether working alone or in groups. Results were discussed in relation to other literature on the interpersonal behavior of depressed persons.     

Intergroup and Intragroup Aspects of Leadership in Social Dilemmas: A Relational Model of Cooperation

Two experiments investigated how leadership shapes individual contributions in small groups facing public goods dilemmas. We predicted that the influence of leaders would be determined by their ability to fulfill both instrumental needs (solve the free-rider problem) and relational needs (contribute to the identity) of group members. The relative importance of these two needs was expected to vary with the salience of group membership (social vs personal identity). This hypothesis was supported in two experiments. Experiment 1 revealed that leaders showing group commitment and fairness toward members were more effective at raising contributions when social identity was salient. Furthermore, Experiment 2 showed that highly committed leaders were more influential when social identity was salient, whereas leaders with intrinsic leadership skills were more influential when personal identity was salient. This suggests that the effectiveness of leader solutions to social dilemmas depends upon the fit between leader characteristics and member expectations.     

Leaders and their treatment of subgroups: implications for evaluations of the leader and the superordinate group

This experiment examined members' evaluations of a group leader and the group in contexts where a superordinate group comprised two subgroups and the group leader was aligned with one or other subgroup. The design varied group leader (ingroup, outgroup) and leader behavior (ingroup favoring, outgroup favoring) as well as the broader comparative context (intragroup, intergroup). Across a number of measures, results indicated a consistent Group Leader × Leader Behavior interaction that was independent of comparative context. Although group members were most satisfied with an ingroup leader who favored the ingroup, ingroup leaders were perceived positively irrespective of their behavior. Outgroup leaders who unexpectedly favored the other subgroup were also perceived positively. However, outgroup leaders who favored their own subgroup were perceived as less fair and as more biased than other leaders. They also engendered less identification with the superordinate group and a less unified perception of the group. Results demonstrate the importance of social identity concerns to leadership in nested group contexts and emphasize the fact that perceptions of leader fairness and concern for the common group mediate responses to the superordinate category. Copyright © 2003 John Wiley & Sons, Ltd.     

A step too far? Leader racism inhibits transgression credit

Prior research established that when in‐group leaders commit serious transgressions, such as breaking enforceable rules or engaging in bribery, people treat them leniently compared with similarly transgressive regular group members or out‐group leaders (‘transgression credit’). The present studies test a boundary condition of this phenomenon, specifically the hypothesis that transgression credit will be lost if a leader's action implies racist motivation. In study 1, in a corporate scenario, a transgressive in‐group leader did or did not express racism. In study 2, in a sports scenario, an in‐group or out‐group leader or member transgressed rules with or without a racist connotation. Both studies showed that in‐group transgressive leaders lost their transgression credit if their transgression included a racial connotation. Wider implications for constraining leaders' transgressions are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

Gender and gender-role categorization of emergent leaders: A critical review and comprehensive analysis

The influences of gender and gender role on emergent leadership in initially leaderless groups were examined. Subjects were multi-ethnic, multi-racial domestic and international M.B.A. students engaged in gender-neutral group projects throughout the term. The BSRI was administered near the beginning of the term and leader emergence measures were collected at the end of the term after many weeks of group interaction. Using leader emergence measures which allowed for the possibility of multiple group leaders, both masculine and androgynous group members emerged as leaders. In groups with one sole leader, masculine types were more likely to be nominated as the single leader than any other gender-role type. There were no gender effects on any measure of leader emergence.     

The nature of equity-restoration: Some approval-seeking considerations

Subjects performed a proofreading task and evaluated its difficulty both beforehand and afterwards. They were overpaid or equitably paid by an experimenter who was or was not directly responsible for the level of pay they received, and who they believed would or would not see their post-test ratings. All subjects knew the experimenter would grade their task performance. Consistent with equity theory, overpaid subjects rated the task as having been more difficult than they had expected and did higher quality work than did equitably paid subjects. However, subjects who thought the experimenter would see their ratings (Aware condition) rated it as more difficult and performed more poorly on it than those who thought she would not see them (Unaware condition). Reported task difficulty increased among overpaid subjects under aware conditions, remained stable among overpaid subjects under unaware conditions, and decreased for equitably paid subjects. These findings suggested that what appears to be “equity-restoration” may be a self-presentation strategy designed to win the experimenter's approval, and that task ratings rather than performance will be used for this purpose when they can be communicated to the experimenter. The experimenter's responsibility for the subject's pay had no effect in the present study.     

When and why leaders put themselves first: leader behaviour in resource allocations as a function of feeling entitled

In this article, we examine how being assigned the role of leader affects behaviour in resource sharing tasks. Previous research has shown that group members anchor their decision on the equal division rule prescribing that resources should be distributed equally. Following notions of equity theory and the literature on role schemas, we expected that adherence to the equal division rule would be moderated by role assignment. In particular, we expected leaders to take more than followers from a common resource and that this effect would be explained in terms of feelings of entitlement. The results of two experimental studies corroborate this reasoning. Study 1 demonstrated that leaders took more than followers and that leaders deviated more strongly from the equal division rule. In Study 2, it was found that legitimate leaders took more from the resource and deviated more strongly from the equal division rule than non‐legitimate leaders. Additional analyses suggest that the leaders' tendency to make higher allocations to the self can be explained by feelings of entitlement. Copyright © 2005 John Wiley & Sons, Ltd.     

团体心理咨询与治疗师胜任特征初探

为了探索团体心理咨询与治疗师的胜任力模型,本研究用行为事件访谈法对13位团体心理咨询与治疗师进行访谈,分析文献提取并整理成编码词表,并对访谈数据进行编码,统计各词条在访谈资料里的出现频次并排序。最终提炼出了团体心理咨询与治疗师的基准性胜任特征和鉴别性胜任特征,并整理得到了团体心理咨询与治疗师的胜任特征模型。研究表明,基准性胜任特征的存在表明团体心理咨询与治疗师具有共同的胜任特征,如专业知识、变化觉察、把握环境、判断力等;鉴别性胜任特征则反映了不同水平的团体心理咨询与治疗师在胜任特征上的差异,如专业知识、洞察力、观察力、分析性思维等。     

Leadership under uncertainty: When leaders who are non-prototypical group members can gain support

Social identity theory of leadership (Hogg & van Knippenberg, 2003) research confirms that group members support group prototypical leaders more strongly than non-prototypical leaders. Two studies examined the prediction derived from uncertainty–identity theory (Hogg, 2007) that this relationship between leader prototypicality and support weakens when group members have elevated self-related uncertainty, due to increased support for non-prototypical leaders. Student participants indicated their level of uncertainty and their support for a prospective student leader who was prototypical or non-prototypical of students at their university–prototypicality was a between-subjects variable in Study 1 (N = 98), and a within-subjects variable in Study 2 (N = 132). As predicted, participants supported the prototypical leader more strongly than the non-prototypical leader, but this effect was significantly weakened (Study 2) or disappeared (Study 1) under uncertainty, due to a significant increase in support for the non-prototypical leader. Implications for empowerment of non-prototypical leaders are discussed.     

Investigating a process model for leader affective presence,interpersonal emotion regulation,and interpersonal behaviour in teams

Leader affective presence is the tendency of leaders to elicit feelings that are consistent among other individuals, and has been supported as a relevant personality trait for understanding teamwork. Drawing on a model that integrates personality and emotion regulation, this study aimed to expand research on affective presence by proposing team members’ perceptions of leader interpersonal emotion regulation as a process that explains how leader affective presence is related to team member behaviour. In the model, teamness—the perception that interdependence and reflexivity are required in the team—is presented as a boundary condition to the effects of affective presence via emotion regulation. Results of a study conducted with 99 teams showed that team member ratings of leader positive affective presence were linked to their perceptions that leaders had used affect-improving emotion regulation which in turn was associated with greater team citizenship behaviour. Contrariwise, team member ratings of leader negative affective presence were associated with perceived use of affect-worsening emotion regulation by leaders which in turn was associated with lower levels of team citizenship, but only when teams were low in teamness. These findings contribute to understanding how leaders’ individual differences are related to teamwork through affective processes.     

Appointed and Elected Leader Responses to Favorableness of Feedback and Level of Task Activity from Followers1

Leader evaluations of four types of followers, providing either positive or negative feedback with either high or low task activity, were studied. Forty-six subjects, 20 female and 26 male, were randomly placed in the appointed or elected conditions of leader legitimacy and told they were leading four same-sex followers in a group problem-solving task. The dependent measure was a score made up of their semantic differential ratings of each follower. A three-way interaction indicated that elected and appointed leaders responded differentially to high and low activity followers under the negative feedback condition, but similarly under the positive feedback condition. In addition, a main effect showed that elected leaders were generally more positive than appointed leaders in judgments of their followers. The results were interpreted within a social exchange perspective on leader-follower relations.     

The emotional intelligence of transformational leaders: a field study of elected officials

Participants were 80 elected public officials in the United States and 3-6 direct-report staffers for each leader. Together they composed 388 leader-member dyads. The authors surveyed them to explore the relationship between emotional intelligence and transformational leadership. The authors considered the 80 officials as leaders and the staffers as members. The present results showed that the emotional intelligence of the leaders shared significant variance with self-perceptions and rater-perceptions of transformational leadership. The present results also somewhat support the predictive value of emotional intelligence in antecedent leadership field research.     

Leadership skills and helpful factors in self-help groups

The effects of training on leadership skills and group processes in cancer and anorexic self-help groups are investigated. Three components of the study are reported. Firstly, an observational case-study of each type, of group was conducted to investigate the nature of the leadership input. Secondly, a Self-Help Questionnaire based on Lieberman's classification of leadership skills was administered to members of eight self-help groups to compare the experiences of groups with trained and untrained leaders. Thirdly, group members completed a Helpful Factors Questionnaire based on Yalom's analysis of group processes. The observational case-study revealed significant differences between the trained and untrained leaders in that, unlike the trained leader, the untrained leader clearly dominated the group. Results from the Self-Help Questionnaire showed that trained leaders scored higher on Caring and Emotional Stimulation but lower on Attribution of Meaning. Member satisfaction, however, was similar in the two types of group. Results from the Helpful Factors Questionnaire showed that most of the helpful factors were seen similarly by the two types of group, though differences were found concerning the relative rankings of both Guidance and Altruism. It is concluded that some degree of training of group leaders could be usefully incorporated into the self-help movement.     

A Contradiction to the Ladd-Franklin Theory of Blackness

Two experimental studies were performed which directly manipulated the situational favorability for the group leader by controlled interference with his ability to communicate with his group. In the first experiment subjects were industrial supervisors; in the second, university students. Evidence indicated that the experimental manipulation was seen as influencing situational favorability. Results obtained provide a measure of support for the contingency model of leadership effectiveness. Experiment 2 utilized an anagram game in which it was possible to parcel out variance resulting from the task-relevant ability of group members.