SOME EFFECTS OF LEADERSHIP TRAINING ON INTERCULTURAL DISCUSSION GROUPS.
Abstract
Eighteen American Ss were given leadership training which was 'redundant' to their personal leadership style as measured by Fiedler's LPC score (esteem for least preferred co-worker). Another 18 Ss were given training which was 'complementary' to their personal leadership style in suggesting an additional set of leadership behaviors. The leaders were then appointed chairmen of groups composed of one other American S and one Indian S. Results indicated that (a) leaders given complementary training had somewhat higher performance (p < .10) than leaders given redundant instructions on a creativity task although no differences were found on an intercultural negotiation task; (b) a curvilinear relationship was evident between the correlation of leader LPC and group performance when the 'effective power' of the leader was considered; (c) individual measures of social distance toward the opposite culture were negatively related to group performance; (d) intelligence and creativity scores were complexly dependent upon the task and the culture and role of the individual. (Author)
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 1964
- Accession Number
- AD0603946
Entities
People
- Lynn R. Anderson
Organizations
- University of Illinois Urbana–Champaign