Emergent leadership as a function of sex and task type

Wentworth, Diane Keyser; Anderson, Lynn R.

doi:10.1007/bf00287475

Cited by 71 publications

(42 citation statements)

References 20 publications

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“…These findings also contribute to the gender/sex and leadership literature (e.g., Carbonell, 1984;Eagly & Karau, 1991;Lips & Keener, 2007;Megargee, 1969;Ritter & Yoder, 2004;Wentworth & Anderson, 1984) by demonstrating that task framing moderates the relationship between gender and leadership emergence. That is, while males generally emerge as leaders relative to females (Eagly & Karau, 1991), we find that this relationship changes as a function of task framing.…”

Section: Theoretical and Managerial Implicationsmentioning

confidence: 73%

Labels and leaders: The influence of framing on leadership emergence

Ho¹,

Shih²,

Walters³

2012

The Leadership Quarterly

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Section: Theoretical and Managerial Implicationsmentioning

confidence: 73%

Labels and leaders: The influence of framing on leadership emergence

Ho¹,

Shih²,

Walters³

2012

The Leadership Quarterly

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“…Finally, the interruptions (TSIf 2 ) have a medium correlation with judgment of competence [3]. As shown in [56], emergent leaders do not necessarily have to be the highest participators when they are perceived as competent in a task which could be interpreted from no significant correlations between PCom and the speaking turn features, although moderate correlation was found between competence and leadership and dominance in Table I.…”

Section: A Correlation Analysismentioning

confidence: 91%

A Nonverbal Behavior Approach to Identify Emergent Leaders in Small Groups

Sanchez-Cortes

Aran

Mast

et al. 2012

IEEE Trans. Multimedia

175

205

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Abstract-Identifying emergent leaders in organizations is a key issue in organizational behavioral research, and a new problem in social computing. This paper presents an analysis on how an emergent leader is perceived in newly formed, small groups, and then tackles the task of automatically inferring emergent leaders, using a variety of communicative nonverbal cues extracted from audio and video channels. The inference task uses rule-based and collective classification approaches with the combination of acoustic and visual features extracted from a new small group corpus specifically collected to analyze the emergent leadership phenomenon. Our results show that the emergent leader is perceived by his/her peers as an active and dominant person; that visual information augments acoustic information; and that adding relational information to the nonverbal cues improves the inference of each participant's leadership rankings in the group.

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“…The mean ratings were averaged across peers to assess leadership. The team member with the strongest general leadership impression (lowest score) was defined as the leader (this methodology is consistent with Kent & Moss, 1990Taggar et al, 1999;Wentworth & Anderson, 1984), while other team members were defined as staff. Average r wg across all ratings and participants was .81 (range from .66 to 89).…”

Section: Peer Evaluations Of Leadershipmentioning

confidence: 99%