Management & Organization
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Item THE ROLE OF GENDER, ANDROGYNY AND ATTRACTION IN PREDICTING THE IDENTITY AND EFFECTIVENESS OF EMERGENT LEADERS(1986-05) Goktepe, Janet R.; Schneier, Craig EricThis field study used groups performing "sex-neutral" tasks over a six- to fifteen-week period to examine determinants of emergent leadership and leadership effectiveness. The study included 149 subjects in 35 task groups (28 mixed-sex groups, 4 all-male groups, and 3 all-female groups) working in conjunction with personnel management or business policy courses. Data were collected twice during the period for all measures used in predicting the identity and effectiveness of emergent leaders (based on follower perceptions of their sex, physical and interpersonal attractiveness, and the leader's selfdescribed sex-role identity, i.e., masculine, feminine, undifferentiated, or androgynous). The results showed that the leader chosen by group members did not change from Time 1 to Time 2 except in one group (an all-male group). Most of the results were similar between Time 1 and Time 2, and were consistent with predictions made based upon theoretical considerations and previous research. The hypotheses in this study were tested using a combination of statistical techniques. The results supported the major hypotheses of the study. In general, within the total sample, sex did not influence perceptions of an emergent leader. However, within groups, the probability of a female gaining leadership status was dependent upon the relative proportion of females in the group, i.e., at least half or more members had to be female. Female leaders were rated more physically attractive than male leaders. Male leaders received the lowest ratings of physical attractiveness, even lower than male nonleaders. Leaders were rated more interpersonally attractive than nonleaders. Emergent leaders with high ratings of physical and interpersonal attractiveness were also rated higher on effectiveness. Individuals with a self-described "masculine" sex role identity emer.ged as leaders more than undifferentiated, feminine, or androgynous types. There were no differences in leader effectiveness ratings among the four leader types.Item MBO Program Characteristics, Type A Personality and Individual Performance(1984) Lee, Cynthia; Carroll, Stephen J.; Business and Management; University of Maryland (College Park, Md); Digital Repository at the University of MarylandThis study sought to explain some of the inconsistent results in the Management By Objectives research by examining the moderating role of the motivational individual difference variable, Type A Behavior Patter, and the mediating role of the cognitive individual difference variable, perceived self-efficacy. Specifically, individuals low in Type A Behavior Pattern (TABP) were hypothesized to respond more positively to various components of Management By Objectives (MBO) programs than individuals high in TABP. This is based on the assumption that Type A individuals generally set higher performance goals, seek performance feedback, and in general, attempt to control their performance situation more than their Type B counterparts. On the other hand, the mediating role of self-efficacy is based on the assumption that certain external environment variables, such as MBO programs, affect performance primarily through influencing an individual's percept of self-efficacy. The results did not support the above hypotheses. The findings, however, provide further support for Bandura's (1977) assertion that self-efficacy has a positive effect on performance. Moreover, the results also supported previous research on the positive effect of quality MBO attributes on performance.Item The Role of Gender, Androgyny and Attraction in Predicting the Identity and Effectiveness of Emergent Leaders(1986-04) Goktepe, Janet; Business Management and Organization; Digital Repository at the University of Maryland; University of Maryland (College Park, Md)This field study used groups performing "sex-neutral" tasks over a six- to fifteen-week period to examine determinants of emergent leadership and leadership effectiveness. The study included 149 subjects in 35 task groups (28 mixed-sex groups, 4 all-male groups, and 3 all-female groups) working in conjunction with personnel management or business policy courses. Data were collected twice during the period for all measures used in predicting the identity and effectiveness of emergent leaders (based on follower perceptions of their sex, physical and interpersonal attractiveness, and the leader's self-described sex-role identity, i.e., masculine, feminine, undifferentiated, or androgynous). The results showed that the leader chosen by group members did not change from Time 1 to Time 2 except in one group (an all-male group). Most of the results were similar between Time 1 and Time 2, and were consistent with predictions made based upon theoretical considerations and previous research. The hypotheses in this study were tested using a combination of statistical techniques. The results supported the major hypotheses of the study. In general, within the total sample, sex did not influence perceptions of an emergent leader. However, within groups, the probability of a female gaining leadership status was dependent upon the relative proportion of females in the group, i.e., at least half or more members had to be female. Female leaders were rated more physically attractive than male leaders. Male leaders received the lowest ratings of physical attractiveness, even lower than male nonleaders. Leaders were rated more interpersonally attractive than nonleaders. Emergent leaders with high ratings of physical and interpersonal attractiveness were also rated higher on effectiveness. Individuals with a self-described "masculine" sex role identity emerged as leaders more than undifferentiated, feminine, or androgynous types. There were no differences in leader effectiveness ratings among the four leader types.