Effects of performance on leadership, cohesiveness, influence, satisfaction, and subsequent performance

George F. Farris, Francis G. Lim

Research output: Contribution to journalArticle

63 Citations (Scopus)

Abstract

200 management students role played the "Change of Work Procedure" case. Through changes in the foreman's roles, groups were assigned to a high performance, low performance, or control condition. High past performance increased leader supportiveness, interaction facilitation, goal emphasis, and work facilitation behaviors, as well as member influence, group cohesiveness, and satisfaction. Thus, theories of leadership should consider performance as a cause as well as an effect of leader behavior. (24 ref.) (PsycINFO Database Record (c) 2006 APA, all rights reserved).

Original languageEnglish (US)
Pages (from-to)490-497
Number of pages8
JournalJournal of Applied Psychology
Volume53
Issue number6
DOIs
StatePublished - Dec 1 1969
Externally publishedYes

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All Science Journal Classification (ASJC) codes

  • Applied Psychology

Keywords

  • cohesiveness
  • influence
  • leader behavior
  • satisfaction
  • subsequent performance, group performance, management students

Cite this

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Effects of performance on leadership, cohesiveness, influence, satisfaction, and subsequent performance. / Farris, George F.; Lim, Francis G.

In: Journal of Applied Psychology, Vol. 53, No. 6, 01.12.1969, p. 490-497.

Research output: Contribution to journalArticle

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