LEADERSHIP STYLE AND THE PERFORMANCE OF CO-ACTING GROUPS
ILLINOIS UIV AT URBANA GROUP EFFECTIVENESS RESEARCH LAB
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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.