Examined effects of three group leadership styles on the personal and interpersonal functioning of 67 counselor trainees participating in a required group experience. Assigned participants to structured T-group, rotating leadership, and Rogerian group conditions. Pretest, posttest and followup scores on tests suggest that differences among the…

Examined the effects of three group leadership styles (structured T-group, rotating leadership, Rogerian) on the personal and interpersonal functioning of 67 counselor trainees. Results from the pretest, posttest, and 6-8 week follow-up suggest that differences among the groups could be attributed in part to group leadership styles. (Author/BL)

Leadership style significantly affects the quantity and quality of group interaction. The personality of individuals in a group will be related to the amount and type of interaction that an individual emits in a group, to the satisfaction that a person reports about the group, and to his socio-political subculture. (Author)

Studied effects of leader style and a group of people classified as either high-anxious or low-anxious. Measured participants' (N=71) responses to the leader styles using Galvanic Skin Response. Results indicated similar responses of participants to both autocratic and democratic leadership styles. (RC)

The effects of different group processes on team performance is examined using a formative evaluation. A taxonomy of six different decision-making and leadership styles is developed. Cohesion was found to be a significant factor in explaining high performance. (Author/BL)

The contingency model of leadership was extended to investigate subordinate satisfaction. It was hypothesized that subordinate satisfaction with a leader would yield evidence of an interaction between leadership style and situational parameters. Results indicated moderate support for an extension of the contingency model formulation. (RC)

Examines the relationship between sex and sex- type and leadership in small discussion groups. Results indicate personality influences leadership only during initial group interaction. The best characterization of social and task leadership is via psychological sex type rather than biological sex. Suggests leadership style dogmatism and motivation…

Discusses a theory of leadership effectiveness in small discussion/decision making groups developed to facilitate discussion and goal efficacy. Develops four leadership styles (coordinator, inventor, enthusiast, and director) focusing on two critical questions the leader must address. Discusses implications of the model for leadership training and…

Structuring leader behavior can increase group member morale by decreasing perceptions of failure. Task nature determines how much discussants believe they can improve on future tasks. Style of leadership is an important determinant of member satisfaction. (Author/MFD)

Assessed group leaders' styles and predicted outcomes in five human relations training groups. Assessed participants' gains from changes in self-esteem and social sensitivity. Results showed two distinct types of group experience. Findings suggest that focus of intervention and pattern of communication among members can have significant effect on…

Examines style and content, therapeutic quality, and changes in interaction patterns of two group therapists serving as leaders in an experiential, interpersonal coping course for junior high school students. The course stresses improvement of students' self-esteem. The results may facilitate development of effective interventions for helping…

Determined effects of different leader verbal styles on group members. Results indicated leader verbal style is a factor influencing communication style of members and that it affects members' perceptions of leader orientation; however, it does not affect members' satisfaction with leaders, nor the self-concept of group members. (Author/RC)

This report focuses on differences in training style among four trainers as measured by the Training Style Scoring System. The study concludes that supportive and trusting interrelations between members develop when the leader permits open expression of hostility toward his/herself. The difficulty of allowing this is noted. (NG)

Examined the degree of differentiation between instrumental and expressive leadership roles in two natural groups (N=101). Results showed a relatively high degree of leadership role integration with several members of each group fulfilling both instrumental and expressive leadership roles. (LLL)

Examined culture variables in the negotiation of implicit rules which govern leadership behavior in small groups. American, French, and Arab students (N=42) were assigned identical decision-making tasks. Results showed monocultural groups presented homogeneous rules governing leadership prior to interaction, while intercultural groups presented…