A GENERATIONAL ANALYSIS OF WOMEN'S RIGHTS ACTIVISTS

This article addresses the important issue of intergenerational similarities and differences among women's rights activists. We examined the attitudes, emotions, and experiences of three generations of reproductive rights activists, born between 1925 and 1975. Across generations, the participants were strongly pro-choice and identified as feminists. Despite these similarities, there were several differences that could be explained by considering the sociohistorical circumstances faced by each cohort. For example, the Civil Rights generation activists came of age during the boycotts and marches of the 1950s and showed the highest level of civil rights activism. Reflecting the coincidence of their young adulthood with the 1970s women's movement, the Protest generation activists identified the most with the label "feminist." Finally, the Poshvomen's movement activists, raised in the 1970s and 198Os, were the most likely to have taken college-level women's studies classes.     

Book reviews

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Harry G. Frankfurt. Demons, Dreamers, and Madmen: The Defence of Reason in Descartes's Meditations. Indianapolis: Bobbs‐Merrill, 1970. Pp. 1–193. Indexed. $7.95.

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From Autocracy to Empowerment: Teams with Shared Leadership Perceive their Coaches to be Better Leaders

Sports coaches often fear that empowering the players in their team would undermine their own leadership status. To investigate the legitimacy of this perception, we mapped the leadership structure within 64 sports teams (N = 840). The results highlight that the perceived leadership quality of the coaches is positively related to the density of their team's leadership networks (i.e., the average leadership qualities of all players). This finding held for task, motivational, social, and external leadership. The best coaches are thus the ones who adopt a shared leadership approach and who strengthen the leadership quality of their players.

Lay Summary

Sports coaches often feel that empowering the players in their teams undermines their own leadership status. This study investigates the legitimacy of this perception within 64 sports teams. Our findings provide evidence for the opposite view; by creating and developing leaders in their teams, coaches are perceived as better leaders themselves.