Effects of performance on leadership, cohesiveness, influence, satisfaction, and subsequent performance.
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Abstract
200 management students role-played the "Change of Work Proce- dure" case in a study designed to determine ways in which performance affects leader behavior.Through changes in the foreman's roles, groups were assigned to a High Performance, Low Performance, or Control condition.High past performance was found to increase leader supportiveness, interaction facilitation, goal emphasis, and work facilitation behaviors, as well as member influence, group cohesiveness, and satisfaction.Thus, theories of leadership should consider performance as a cause as well as an effect of leader behavior.