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Journal articles on the topic 'Leadership Groups'

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Published: 10 December 2022
Last updated: 28 January 2023

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1

Abyad, Abdulrazak. "Groups, Teams and Leadership." Middle East Journal of Business 13, no. 4 (October 2018): 12–17. http://dx.doi.org/10.5742/mejb.2018.93501.

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2

Horwitz, Leonard. "Narcissistic Leadership in Psychotherapy Groups." International Journal of Group Psychotherapy 50, no. 2 (April 2000): 219–35. http://dx.doi.org/10.1080/00207284.2000.11490999.

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3

Boos, Margarete, Johannes Pritz, Simon Lange, and Michael Belz. "Leadership in Moving Human Groups." PLoS Computational Biology 10, no. 4 (April 3, 2014): e1003541. http://dx.doi.org/10.1371/journal.pcbi.1003541.

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4

TYLER, TOM R. "Leadership and Cooperation in Groups." American Behavioral Scientist 45, no. 5 (January 2002): 769–82. http://dx.doi.org/10.1177/0002764202045005003.

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5

Aritz, Jolanta, and Robyn C. Walker. "Leadership Styles in Multicultural Groups." International Journal of Business Communication 51, no. 1 (January 2014): 72–92. http://dx.doi.org/10.1177/2329488413516211.

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6

Moldovan, Sarit, Eitan Muller, Yossi Richter, and Elad Yom-Tov. "Opinion leadership in small groups." International Journal of Research in Marketing 34, no. 2 (June 2017): 536–52. http://dx.doi.org/10.1016/j.ijresmar.2016.11.004.

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7

Hussein, Raef T. "Informal Groups, Leadership and Productivity." Leadership & Organization Development Journal 10, no. 1 (January 1989): 9–16. http://dx.doi.org/10.1108/eum0000000001130.

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8

Jung, Dong I., and John J. Sosik. "Transformational Leadership in Work Groups." Small Group Research 33, no. 3 (June 2002): 313–36. http://dx.doi.org/10.1177/10496402033003002.

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9

Gressick, Julia, and Sharon J. Derry. "Distributed leadership in online groups." International Journal of Computer-Supported Collaborative Learning 5, no. 2 (April 23, 2010): 211–36. http://dx.doi.org/10.1007/s11412-010-9086-4.

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10

Lutmar, Carmela, and Lesley G. Terris. "Introducing a new dataset on leadership change in rebel groups, 1946–2010." Journal of Peace Research 56, no. 2 (December 8, 2018): 306–15. http://dx.doi.org/10.1177/0022343318802979.

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Leaders and leadership changes are found to influence states’ foreign policy decisions, in particular with respect to war and peace between states. Although this issue is also addressed in the qualitative literature on intrastate wars, the influence of leadership turnovers in civil war has received limited systematic attention. One reason for this is the scarcity of quantitative data on rebel group leaderships. To fill this gap, we present a comprehensive dataset on leadership changes in rebel groups, 1946–2010, organized by rebel-month. The effects of leadership changes among parties engaged in civil war are argued to be more complex than those found in interstate disputes. In this article we present our theoretical argument followed by presentation of the variables in the dataset and descriptive statistics. To demonstrate the potential research value of the dataset we examine the impact of leader shifts on civil war settlement in Africa. We conclude with avenues for future research which might benefit from this dataset.
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11

Wu, Joshua B., Anne S. Tsui, and Angelo J. Kinicki. "Consequences of Differentiated Leadership in Groups." Academy of Management Journal 53, no. 1 (February 2010): 90–106. http://dx.doi.org/10.5465/amj.2010.48037079.

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12

Schminke, Marshall, Deborah Wells, Joseph Peyrefitte, and Terrence C. Sebora. "Leadership and Ethics in Work Groups." Group & Organization Management 27, no. 2 (June 2002): 272–93. http://dx.doi.org/10.1177/10501102027002006.

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13

French, Doran C., and Anne L. Stright. "Emergent Leadership in Children's Small Groups." Small Group Research 22, no. 2 (May 1991): 187–99. http://dx.doi.org/10.1177/1046496491222003.

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14

Nosko, Anna, and Robert Wallace. "Female/Male Co-Leadership in Groups." Social Work With Groups 20, no. 2 (September 9, 1997): 3–16. http://dx.doi.org/10.1300/j009v20n02_02.

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15

Stright, Anne L., and Doran C. French. "Leadership in Mixed-Age Children's Groups." International Journal of Behavioral Development 11, no. 4 (December 1988): 507–16. http://dx.doi.org/10.1177/016502548801100408.

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The decision-reaching behaviour of children in mixed-age four child groups were investigated in this study of leadership. A total of 120 children were assigned to mixed-age groups that were composed of either two 7 and two 9-year-olds, or two 9 and two 11-year-old children. Children were observed as they attempted to reach consensus regarding the ordering of a set of pictures. They were videotaped, and their utterances were subsequently coded. Familiarity and developmental level were controlled by comparing 9-year-old children who were interacting with either 7 or 11-year-old children. Nine-year-old children in groups with younger peers exhibited more organisation statements, solicitations of preference, group choice suggestions, and recording, and less following than did 9-year-olds grouped with older peers. These results are consistent with previous findings and demonstrate that findings of leadership asymmetries in mixed-age groups are not artifacts of familiarity confounds. Using within group analyses it also found that older children in the mixed-age groups engaged in more organisation behaviour, solicitations of preference, and recording than did younger group members. These results are consistent with the argument that mixed-age peer interaction may be a particularly important context for the learning and practice of leadership skills.
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16

Li, Yuan, Richard C. Anderson, Kim Nguyen-Jahiel, Ting Dong, Anthi Archodidou, Il-Hee Kim, Li-Jen Kuo, et al. "Emergent Leadership in Children's Discussion Groups." Cognition and Instruction 25, no. 1 (January 2007): 1–2. http://dx.doi.org/10.1080/07370000709336703.

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17

James R. Bleiberg. "A Model of Leadership: Therapy Groups for Ambivalent Emerging Adults." Group 38, no. 4 (2014): 301. http://dx.doi.org/10.13186/group.38.4.0301.

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18

Agbonifo, John. "Nonstate Armed Groups, Leadership, and Sanctions Effectiveness." African Security 14, no. 1 (January 2, 2021): 27–54. http://dx.doi.org/10.1080/19392206.2021.1904536.

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19

Hysom, Stuart J., and Cathryn Johnson. "Leadership Structures in Same-Sex Task Groups." Sociological Perspectives 49, no. 3 (September 2006): 391–410. http://dx.doi.org/10.1525/sop.2006.49.3.391.

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20

Piyapong, Chantima, Lesley J. Morrell, Darren P. Croft, John R. G. Dyer, Christos C. Ioannou, and Jens Krause. "A Cost of Leadership in Human Groups." Ethology 113, no. 9 (September 2007): 821–24. http://dx.doi.org/10.1111/j.1439-0310.2007.01382.x.

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21

Porter, Natalie, Florence L. Geis, Ellen Cooper, and Eileen Newman. "Androgyny and leadership in mixed-sex groups." Journal of Personality and Social Psychology 49, no. 3 (1985): 808–23. http://dx.doi.org/10.1037/0022-3514.49.3.808.

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22

Ellis, Robert J. "Self-Monitoring and Leadership Emergence in Groups." Personality and Social Psychology Bulletin 14, no. 4 (December 1988): 681–93. http://dx.doi.org/10.1177/0146167288144004.

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23

Grossman, Philip J., Mana Komai, and James E. Jensen. "Leadership and gender in groups: An experiment." Canadian Journal of Economics/Revue canadienne d'économique 48, no. 1 (February 2015): 368–88. http://dx.doi.org/10.1111/caje.12123.

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24

French, Doran C., Gregory A. Waas, Anne L. Stright, and Jean A. Baker. "Leadership Asymmetries in Mixed-Age Children's Groups." Child Development 57, no. 5 (October 1986): 1277. http://dx.doi.org/10.2307/1130450.

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25

Sternlieb, Jeffrey L. "Introducing diversity to Balint Groups: Leadership challenges." International Journal of Psychiatry in Medicine 55, no. 1 (December 12, 2019): 25–29. http://dx.doi.org/10.1177/0091217419894458.

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In an effort to more fully integrate Michael Balint’s vision of Patient Centered Medicine with the explosive emergence in the United States of issues of diversity and social determinants of health, the American Balint Society has placed a high priority to develop an explicit initiative designed to emphasize the importance of diversity issues in patient care. This initiative began with the discernment of a policy statement and has continued with interactive exercises at National meetings, first designed to create an understanding of the impact of marginalization and next to explore the responsibility and options for Balint Group leaders to guide their groups in considering the impact of diversity in the challenging doctor–patient relationships frequently presented to their groups. This article is a description of such an effort, including results and discussion of continued development of Balint Group leadership.
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26

Forman, Janis. "Leadership dynamics of computer-supported writing groups." Computers and Composition 7, no. 2 (April 1990): 35–42. http://dx.doi.org/10.1016/s8755-4615(05)80025-8.

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27

Springer, Diane. "Fight timing frustrations with nursing leadership groups." Nursing Management (Springhouse) 34, no. 7 (July 2003): 16–18. http://dx.doi.org/10.1097/00006247-200307000-00008.

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28

Thomas, Geoff, Robin Martin, and Ronald E. Riggio. "Leading groups: Leadership as a group process." Group Processes & Intergroup Relations 16, no. 1 (January 2013): 3–16. http://dx.doi.org/10.1177/1368430212462497.

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29

Krumbein, Gerald. "Student Leadership Groups At the Middle Level." NASSP Bulletin 73, no. 516 (April 1989): 40–44. http://dx.doi.org/10.1177/019263658907351608.

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30

Edwards, Cynthia Allen. "Leadership in groups of school-age girls." Developmental Psychology 30, no. 6 (1994): 920–27. http://dx.doi.org/10.1037/0012-1649.30.6.920.

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31

Martin, Jillian A., John Weng, and Brandon W. Kliewer. "Assessing leadership development in groups and organizations." New Directions for Student Leadership 2022, no. 175 (September 2022): 83–92. http://dx.doi.org/10.1002/yd.20522.

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32

Fanslow, Julia. "Motivating Groups." Nursing Management (Springhouse) 17, no. 9 (September 1986): 51. http://dx.doi.org/10.1097/00006247-198609000-00018.

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33

Simmons, Karl B., and Paul H. Arntson. "Evaluating Leadership Training in Decision-making Groups from a Function-based Leadership Perspective." Journal of Leadership Studies 4, no. 4 (October 1997): 82–106. http://dx.doi.org/10.1177/107179199700400407.

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34

Pollack, Herbert B., and Judith B. Slan. "Reflections and Suggestions on Leadership of Psychotherapy Groups." International Journal of Group Psychotherapy 45, no. 4 (October 1995): 507–19. http://dx.doi.org/10.1080/00207284.1995.11491300.

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35

Rice, Cecil A. "Ideology, Conflict, and Leadership in Groups and Organizations." International Journal of Group Psychotherapy 49, no. 4 (October 1999): 535–37. http://dx.doi.org/10.1080/00207284.1999.11490971.

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36

Bousquet, Christophe A. H., Noëlle Ahr, Cédric Sueur, and Odile Petit. "Determinants of leadership in groups of female mallards." Behaviour 154, no. 4 (2017): 467–507. http://dx.doi.org/10.1163/1568539x-00003431.

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When moving in groups, social animals tend to follow a leader which successfully attracted them. Many variables are known to affect an individual’s propensity to act as a leader. Depending on their nature, these variables underlie two theoretical paradigms (i) ‘leadership according to social indifference’, characterised by differences in personality or sociability, or (ii) ‘leadership according to need’, characterised by differences in energetic requirements or information content. Currently, it is not clear under which circumstances each of the two paradigms plays a larger role. Here, we tried to understand these paradigms by observing collective movements in female mallards. Each of these mallards previously learned individually to associate one of four locations in a maze with food rewards. We then formed groups of various compositions (group size range: 2–5 individuals) with respect to personality, sociability, energetic requirements, motivation and information content. We found that groups remained cohesive, and that certain individuals were consistent leaders within and between trials. The order of entering the maze was mainly determined by energetic requirements. However, soon after entering the maze, the progression order changed. Then, more socially indifferent individuals took the lead and this new order remained constant until all individuals reached the final location, which was usually the one the leader had learned. In addition, we investigated the role of naïve individuals in group decision-making. In our setup, adding naïve individuals broke the leadership consistency between trials and increased fission events. Overall, our results show that the onset of collective movements may be driven by different mechanisms compared to the movement progression itself.
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37

NIELSEN, MORTEN BIRKELAND. "Bullying in work groups: The impact of leadership." Scandinavian Journal of Psychology 54, no. 2 (November 30, 2012): 127–36. http://dx.doi.org/10.1111/sjop.12011.

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38

Weiner, Myron F. "Ideology, Conflict, and Leadership in Groups and Organizations." American Journal of Psychotherapy 53, no. 3 (July 1999): 418–19. http://dx.doi.org/10.1176/appi.psychotherapy.1999.53.3.418.

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39

Strandburg-Peshkin, Ariana, Danai Papageorgiou, Margaret C. Crofoot, and Damien R. Farine. "Inferring influence and leadership in moving animal groups." Philosophical Transactions of the Royal Society B: Biological Sciences 373, no. 1746 (March 26, 2018): 20170006. http://dx.doi.org/10.1098/rstb.2017.0006.

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Collective decision-making is a daily occurrence in the lives of many group-living animals, and can have critical consequences for the fitness of individuals. Understanding how decisions are reached, including who has influence and the mechanisms by which information and preferences are integrated, has posed a fundamental challenge. Here, we provide a methodological framework for studying influence and leadership in groups. We propose that individuals have influence if their actions result in some behavioural change among their group-mates, and are leaders if they consistently influence others. We highlight three components of influence (influence instances, total influence and consistency of influence), which can be assessed at two levels (individual-to-individual and individual-to-group). We then review different methods, ranging from individual positioning within groups to information-theoretic approaches, by which influence has been operationally defined in empirical studies, as well as how such observations can be aggregated to give insight into the underlying decision-making process. We focus on the domain of collective movement, with a particular emphasis on methods that have recently been, or are being, developed to take advantage of simultaneous tracking data. We aim to provide a resource bringing together methodological tools currently available for studying leadership in moving animal groups, as well as to discuss the limitations of current methodologies and suggest productive avenues for future research. This article is part of the theme issue ‘Collective movement ecology’.
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40

Yerger, V. B. "African American leadership groups: smoking with the enemy." Tobacco Control 11, no. 4 (December 1, 2002): 336–45. http://dx.doi.org/10.1136/tc.11.4.336.

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41

Klein, Edward B. "Ideology, Conflict, and Leadership in Groups and Organizations." Journal of Nervous & Mental Disease 187, no. 8 (August 1999): 517–18. http://dx.doi.org/10.1097/00005053-199908000-00011.

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42

Hooper, Paul L., Hillard S. Kaplan, and James L. Boone. "A theory of leadership in human cooperative groups." Journal of Theoretical Biology 265, no. 4 (August 2010): 633–46. http://dx.doi.org/10.1016/j.jtbi.2010.05.034.

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43

Breen, Clairissa D., and Stephen Frezza. "Charismatic Leadership and the Formation of Hate Groups." International Annals of Criminology 58, no. 1 (May 2020): 55–90. http://dx.doi.org/10.1017/cri.2020.17.

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AbstractAs of 2019, there were 940 hate groups known to be active in the United States. Previous examinations of hate groups have assumed formation. This paper uses simulation modeling to test Weber’s 1947 socio-political theory of charismatic leadership. Simulation modeling creates a computer simulation that simplifies people and their interactions to mimic a real-world event or phenomena. Three models of hate group formation were created to test this theory. These experiments test the importance of personal and societal levels of hate in group formation and the influence of charismatic leadership. These experiments also tested hypotheses regarding the number of groups that form, the speed of formation, and group size. Data were collected from 13,000 model iterations to test these hypotheses. All models successfully generated hate groups. Hate groups formed at all levels of societal hate. An in-depth understanding of how hate groups form may assist in slowing the proliferation of these groups and decreasing their appeal.
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44

Côté, Stéphane, Paulo N. Lopes, Peter Salovey, and Christopher T. H. Miners. "Emotional intelligence and leadership emergence in small groups." Leadership Quarterly 21, no. 3 (June 2010): 496–508. http://dx.doi.org/10.1016/j.leaqua.2010.03.012.

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45

Dies, Kathryn R. "Leadership in adolescent psychotherapy groups: Strategies for effectiveness." Journal of Child and Adolescent Group Therapy 2, no. 3 (September 1992): 149–59. http://dx.doi.org/10.1007/bf00973215.

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46

Sun, Jingjng, Richard C. Anderson, Michelle Perry, and Tzu-Jung Lin. "Emergent Leadership in Children's Cooperative Problem Solving Groups." Cognition and Instruction 35, no. 3 (April 21, 2017): 212–35. http://dx.doi.org/10.1080/07370008.2017.1313615.

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47

Jolly, Jennifer, and Todd Kettler. "Authentic Assessment of Leadership in Problem-Solving Groups." Gifted Child Today 27, no. 1 (January 2004): 32–37. http://dx.doi.org/10.1177/107621750402700110.

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48

Sutherland, Neil, Christopher Land, and Steffen Böhm. "Anti-leaders(hip) in Social Movement Organizations: The case of autonomous grassroots groups." Organization 21, no. 6 (June 5, 2013): 759–81. http://dx.doi.org/10.1177/1350508413480254.

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Through the Arab Spring and the Occupy movement, the idea of horizontal, leaderless organization has come to the attention of the mass media. In this article we explore radical, participative-democratic alternatives to leadership through an empirical study of four Social Movement Organizations (SMOs). Whilst there has been some writing on leadership within SMOs, it has mirrored the ‘mainstream’ assumption that leadership is the product of individual leaders possessing certain traits, styles and/or behaviours. In contrast, critical leadership studies (CLS) recognize that leadership is a relational, socially constructed phenomenon rather than the result of a stable set of leadership attributes that inhere in ‘the leaders’. We utilize this framing to analyse how leadership is understood and performed in anarchist SMOs by examining how actors manage meaning and define reality without compromising the ideological commitments of their organizations. Furthermore, we also pay attention to the organizational practices and processes developed to: (a) prohibit individuals from permanently assuming a leadership role; (b) distribute leadership skills and roles; and (c) encourage other actors to participate and take-up these roles in the future. We conclude by suggesting that just because an organization is leaderless, it does not necessarily mean that it is also leadershipless.
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49

Keller, Robert T. "Transformational Leadership and the Performance of Research and Development Project Groups." Journal of Management 18, no. 3 (September 1992): 489–501. http://dx.doi.org/10.1177/014920639201800304.

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A longitudinal study was conducted of transformational leadership and the performance of project groups in three industrial research and development organizations. As hypothesized, transformational leadership predicted higher project quality and budget/schedule performance ratings at time I and one-year later at time 2. A moderator effect was hypothesized and found for type of research and development work. Here, transformational leadership was a stronger predictor of project quality ratings for research projects than for development projects. Initiating structure, however was a stronger predictor of project quality ratings for development projects than for research projects. Theoretical and methodological issues for transformational leadership research in professional organizations are discussed.
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50

Greaham, Mary. "Pre-Admission Target Groups???" Nursing Management (Springhouse) 20, no. 9 (September 1989): 14. http://dx.doi.org/10.1097/00006247-198909000-00002.

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