Leadership style and role differentiation as determinants of group effectiveness

A. H. Eagly*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

11 Scopus citations


All‐male and all‐female groups discussed a case history and provided a statement of their analysis of the case The relationship between leadership style, as measured by Fiedler's Least Preferred Co‐worker (LPC) instrument, and task effectiveness (quality of the statement) was investigated for both the top task contributor and the best‐liked member of the group LPC of the top task contributor did not relate to task effectiveness. In the role‐differentiated groups, LPC of the best‐liked member related positively to task effectiveness in the male groups (p < .05) and negatively in the female groups (p < .01) For the male groups, questionnaire data were consistent with the interpretation that the relationship between LPC of the best‐liked member and task effectiveness was mediated by the ability of the high‐LPC best‐liked member to reduce interpersonal tension that interfered with task effectiveness. LPC of die best‐liked member of the female groups was related to intermember attraction LPC did not affect role recruitment.

Original languageEnglish (US)
Pages (from-to)509-524
Number of pages16
JournalJournal of Personality
Issue number4
StatePublished - Jan 1 1970

ASJC Scopus subject areas

  • Social Psychology


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