Accession Number:

AD0647212

Title:

LEADERSHIP STYLE AND THE PERFORMANCE OF CO-ACTING GROUPS

Descriptive Note:

Technical rept.

Corporate Author:

ILLINOIS UIV AT URBANA GROUP EFFECTIVENESS RESEARCH LAB

Personal Author(s):

• Fiedler, Fred E.

Report Date:

1966-10-01

Pagination or Media Count:

28.0

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.

Descriptors:

• *PERFORMANCE(HUMAN)
• ANXIETY
• ATTITUDES(PSYCHOLOGY)
• CREATIVITY
• GROUP DYNAMICS
• INTERACTIONS
• LEADERSHIP
• MOTIVATION
• TRAINING

Subject Categories:

• Psychology

Distribution Statement:

APPROVED FOR PUBLIC RELEASE