Societal Coordination by Occupational Leaders

Abstract

"Leaders of various occupational groups, as compared to the rank-and-file members of the occupational groups, are more likely to accept the legitimacy of other occupational groups and their leaders, and/or are more tolerant in general, and/or are actually more similar to other leaders than the rank-and-file are like their counterparts in other occupational groups." This would seem to conflict with Whyte's "organization man" thesis about leader's conformity. The author suggests leader and ordinary-member comparisons in a number of groups and case studies of policy formation in such groups.