LEADERSHIP STYLE AND THE PERFORMANCE OF CO-ACTING GROUPS

Abstract

This paper reviews several studies of co-acting groups, that is, groups in which members typically do not interact with one another in performing a common task. While relatively few data are available, they are quite consistent in showing that the task-oriented (low LPC) leader tends to perform better in situations which are relatively pleasant and free from anxiety while the relationship-oriented leader of co-acting groups tends to perform better in situations in which tension or anxiety is relatively high. These findings are discussed in terms of group member requirements for quasi-therapeutic interactions which typically provide little psychological group support for the individual member.

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Document Details

Document Type
Technical Report
Publication Date
Oct 01, 1966
Accession Number
AD0647212

Entities

People

  • Fred E. Fiedler

Tags

Communities of Interest

  • Energy and Power Technologies

DTIC Thesaurus Topics

  • Attrition
  • Flight Training
  • Instructions
  • Instructors
  • Interpersonal Relations
  • Language
  • Leadership
  • Naval Air Stations
  • Naval Aviation
  • Personality
  • Psychological Phenomena And Processes
  • Psychology
  • Social Psychology
  • Students
  • Theses
  • Training
  • Trust (Psychology)

Fields of Study

  • Psychology

Readers

  • Organizational Psychology.