The effects of embedding social identities on perceived leadership outcomes and the intentional mobilization of group members

According to Identity Leadership, effective leaders make the group matter by embedding social identities in material reality. Across two studies, we explored the potential importance of embedding social identities on group members' perceptions of leader trust, influence, conflict and intentional mobilization. In Study 1, 74 competitive varsity athletes read a vignette describing a coach who was either embedding or not embedding social identities. Participants presented with a coach who was embedding social identities reported significantly greater leader trust, leader influence and intentional mobilization, and significantly lower leader conflict. In Study 2, four football teams each comprising six athletes were assigned to one of two quasi-experimental conditions where a coach either: (1) spent two weeks embedding social identities before spending two weeks not embedding them; or (2) spent two weeks not embedding social identities before spending two weeks embedding them. When a leader stopped embedding social identities after embedding them for two weeks, group members' trust in their leader significantly reduced. When a leader started embedding social identities after not embedding them for two weeks, group members' perceptions of leader trust, leader influence and intentional mobilization significantly increased. Taken together, findings provide preliminary evidence that embedding social identities is beneficial for leader outcomes and intentional mobilization compared to a non-embedding leadership approach.     

Some effects of noise on visual performance

A group of ten subjects showed impaired performance, when watch-keeping on a display made up of steam-pressure gauges, in 100 db. noise as compared with 70 db. On the easier task of watch-keeping on a display made up of small lights, another group of twenty subjects showed no overall effect of noise. Individual subjects who showed a practice effect on the latter task comparable to that shown by all subjects on the former one, however, also showed a similar effect of noise.

In addition, performance on the light-watching became relatively less efficient in noise with continued exposure: and although parts of the task were still adequately carried out, others were not. The fact that noise effects are thus functions of individual differences, of visibility of signal, and of length of performance in noise, allows us to explain the negative findings of many previous workers.     

When surface and deep-level diversity collide: The effects on dissenting group members

Diversity researchers have distinguished between surface-level (e.g., social categories) and deep-level (e.g., attitudes, opinions, information, and values) diversity, but have not fully explored the complexities of their simultaneous existence in groups. We examined how the relationship between surface-level and deep-level diversity impacts the emotional and behavioral reactions of dissenting group members and the effectiveness of decision-making groups. We conducted two studies focusing on dissenting social majority members (individuals who hold dissenting deep-level task perspectives yet belong to the surface-level majority) in three-person groups. The results show that surface-level diverse groups (with two similar and one dissimilar individuals) were perceived as more positive and accepting, fostered more persistent and confident voicing of dissenting perspectives, and displayed greater task engagement than surface-level homogeneous groups (containing all similar individuals). Surface-level diversity (both task-relevant and irrelevant) may be beneficial for groups even when the group member who is different on the surface does not have a different deep-level task perspective to share. We discuss implications for understanding how surface-level diversity affects organizational work groups.     

The effects of member expertise on group decision-making and performance

This study assesses the effects of member expertise on group decision-making and group performance. Three-person cooperative groups and three independent individuals solved either an easy or moderately difficult version of the deductive logic game Mastermind. Experimental groups were given veridical performance information, i.e., the members' rankings on prior individual administrations of the task. Control groups were not provided with this information. Results supported the predictions of this study: (1) groups gave more weight to the input of their highest performing members with the group decision-making process being best approximated by post hoc “expert weighted” social decision schemes and (2) groups performed at the level of the best of an equivalent number of individuals.     

Influence of leadership processes on group polarization

This research attempted to examine underlying processes of group polarization under leadership conditions. One hundred and twenty-two subjects formed in groups of four and five members answered to the Choice Dilemma Questionnaire first on an individual basis and then after group discussion. Experimental conditions were manipulated through different rules of group discussion and types of appointed leaders. It was found that leadership is associated both with group polarization and with group depolarization but whether the group polarizes or depolarizes is determined by the explicit or implicit group rules which act as a systemic decisional structure.     

The effects of group contingencies on first graders' academic and social behaviors

This study describes how a graduate student in counseling and guidance worked with a team of teachers in implementing a group-contingent reinforcement system with first graders. One hundred students in an open-spaced classroom were divided into smaller groups of from 9–12 students. Each group could earn free time by completing its work within a designated period and by minimizing disruptive activity. The group contigencies proved highly effective in increasing the percentage of work completed and reducing disruptive responses. After the study was completed, the teachers voluntarily organized the entire morning's activities around the group contigencies. A check of the same classroom the following year indicated that the teachers were continuing to make extensive use of group-contingent free time.     

Ethical dimensions of group leadership

In Conclusion This article has attempted to identify some of the basic life values that can provide guidelines for the ethically responsible group leader. The value guidelines have support in both psychological and religious knowledge. Such values put the leadership of groups in a frame of reference that indicates that growth of persons, freedom of will, use of man's mind, meaningful fellowship, and the importance of the individual are the dynamic dimensions of qualitative group functioning in today's organization.     

Perceived group identity of outgroup members and anticipated rejection: People think that strongly identified group members reject non‐group members

Many studies of intergroup relations have examined the effects of group identity on various types of intergroup cognition and behavior. However, few studies have focused on the perceived group identity of outgroup members. This study examined the effects of perceptions of outgroup identity on anticipated rejection by an outgroup. In Study 1, we administered a questionnaire pertaining to 30 social groups to Japanese undergraduate and vocational students. The collective images and intra‐individual processes relating to perceived outgroup identity were investigated by applying correlation analysis and multilevel structural equation modeling. In Study 2, we conducted an experiment in which we manipulated the participants' perceptions of relative levels of outgroup members' identity. Both studies demonstrated, as predicted, that people anticipated rejection by strongly identified outgroup members more than by weakly identified outgroup members. Furthermore, in Study 2, anticipated same‐group favoritism mediated the relationship between the manipulation of perceived outgroup identity and anticipated rejection. These findings suggest the important role of perceived outgroup identity in intergroup cognition.     

The effects of interpersonal trust on work group performance.

This study explored 2 questions: Does the level of trust within a group affect group performance? If so, how does this relationship operate? An experimental method was used to examine 2 roles through which interpersonal trust could affect group performance: a main effect and a moderating effect. The data do not support the main effect that has dominated the literature on interpersonal trust. The data do support the moderating role: Trust seems to influence how motivation is converted into work group processes and performance. On the basis of these findings, it is suggested that trust may be best understood as a construct that influences group performance indirectly by channeling group members' energy toward reaching alternative goals.