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ERIC Number: ED158405
Record Type: RIE
Publication Date: 1978-Feb
Pages: 20
Abstractor: N/A
Reference Count: 0
Leadership Dynamics: A Transactional Perspective. Technical Report No. 6.
Hollander, Edwin P.
The transactional approach views leader-follower relations as a social exchange relationship. While the leader provides the group with success in reaching its goals and gives followers recognition and reward, the followers give the leader responsiveness and participation in group enterprises. In addition followers give the leader esteem and status. Experiments have investigated the effects of the leader's legitimacy on follower responsiveness. Whether a leader is elected or appointed affects leader influence. For instance, while one study found the influence of elected leaders to be greater, another found that an elected spokesman who was perceived to lack competence was more likely to be rejected than an appointed one who appeared incompetent. Elected negotiators showed greater toughness than appointed negotiators, which suggests that accountability to the group is an important factor. In addition, further studies suggest that the sex of the leader and the way the task is presented have an effect on follower responsiveness. In sum, the transactional perspective sees followers as having an active and responsive role rather than a passive one. This more active sense of the follower gives group members the promise of richer forms of involvement. (Author/JM)
Publication Type: Speeches/Meeting Papers
Education Level: N/A
Audience: N/A
Language: English
Sponsor: Office of Naval Research, Arlington, VA.
Authoring Institution: State Univ. of New York, Buffalo. Dept. of Psychology.
Note: Paper presented at the Annual Meeting of the American Association for the Advancement of Science (Washington, D.C., February, 1978)