Effects of Performance on Leadership, Cohesiveness, Influence, Satisfaction, and Subsequent Performance (Classic Reprint) - Softcover

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Excerpt from Effects of Performance on Leadership, Cohesiveness, Influence, Satisfaction, and Subsequent Performance

Gurin, and Floor; 1951: Katz, Maccoby, and Morse; 1950; or Likert; 1961; and from a few experiments. In one experiment, Jackson (1953) found that when supervisors of work groups were transferred to other groups, the new subordinates perceived them in substantially the same manner as the original group. Apparently the supervisors maintained their style of leadership regardless of characteristics of the group being supervised. In another study, Day and Hamblin (1964) reported that feelings of aggression and the productivity of undergraduate women in a laboratory group varied according to two dimensions of leadership: close versus general and punitive versus non-punitive.

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