An earlier version of this paper was presented at the Annual Meeting of the Eastern Psychological Association in Arlington, VA, April 1987. The research on which it is based was facilitated in part by funds granted to the first author by the Graduate Student Association of the State University of New York at Buffalo. Thanks are also expressed to Carol Bloom and Thomas Henninger for their assistance in performing the experiment, and to Kenneth Levy for his helpful suggestions in the data analyses.
Appointed and Elected Leader Responses to Favorableness of Feedback and Level of Task Activity from Followers1
Version of Record online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 18, Issue 16, pages 1361–1370, December 1988
How to Cite
Elgie, D. M., Hollander, E. P. and Rice, R. W. (1988), Appointed and Elected Leader Responses to Favorableness of Feedback and Level of Task Activity from Followers. Journal of Applied Social Psychology, 18: 1361–1370. doi: 10.1111/j.1559-1816.1988.tb01212.x
- Issue online: 31 JUL 2006
- Version of Record online: 31 JUL 2006
Leader evaluations of four types of followers, providing either positive or negative feedback with either high or low task activity, were studied. Forty-six subjects, 20 female and 26 male, were randomly placed in the appointed or elected conditions of leader legitimacy and told they were leading four same-sex followers in a group problem-solving task. The dependent measure was a score made up of their semantic differential ratings of each follower. A three-way interaction indicated that elected and appointed leaders responded differentially to high and low activity followers under the negative feedback condition, but similarly under the positive feedback condition. In addition, a main effect showed that elected leaders were generally more positive than appointed leaders in judgments of their followers. The results were interpreted within a social exchange perspective on leader-follower relations.