This research examined the components of leadership perceptions and metaperceptions in mixed-sex, problem-solving groups. A social relations analysis indicated that leadership perceptions were highly consensual. Perceivers similarly differentiated targets' leadership using similar behavioral cues and observable characteristics. Approximately 91% of the variance in perceivers' consensual judgments of targets' leadership was explained by quantity of targets' speech, quality of ideas, and friendliness. Leadership perceptions correlated reliably with targets'selfperceptions on leadership and revealed target accuracy. Also, targets knew how perceivers, in general, judged their leadership, yielding evidence of accurate metaperception. Perceptions and metaperceptions were correlated zLith target gender and endorsement of stereotypic masculine andfeminine traits. These data were consistent with a social role model which assumes that differential gnder expectancies affect behavior, perceivers'judgments of targets, and targets' metaperceptions. The advantages of the componential approach to research on leadership perception were discussed.
Get full access to this article
View all access options for this article.
References
1.
Albright, L. , Kenny, D. A., & Malloy, T. E. (1988). Consensus in personality judgments at zero-acquaintance.JournalofPeonalty and Social Psychology, 55, 387-395.
2.
Albright-Malloy, L (1987). The role of acquaintance in accuracy of interpersonal perception Unpublished doctoral dissertation, University of Connecticut, Storrs.
3.
Bakan, D. (1966). Theduahty of human eastencL. Skokie, IL: Rand McNally.
4.
Bem, S. L. (1974). The measurement of psychological androgyny. Journal of Cmsuling and Cznical Psychology, 42, 155-162.
5.
Brown, V. , & Geis, F. L. (1984). Turning lead into gold: Evaluation of men and women leaders and the alchemy of social consensus. Journal of Pesonality and Social Psychology, 46, 811-824.
6.
Butler, D. , & Geis, F. L. (1990). Nonverbal affect responses to male and female leaders: Implications for leadership evaluations. Journal of Personalty and Social Psychology, 58, 48-59.
7.
Cronbach, L. J. (1955). Processes affecting scores on 'understanding of others" and "assumed similarity."Psycholoical Bulein, 52, 177-193.
8.
Cronbach, L. J. (1958). Proposals leading to the analytic treatment of social perception scores. In R. Tagiuri & L. Petrullo (Eds.), Penon pception and intepersonal behavior (pp. 353-379). Stanford, CA: Stanford University Press.
9.
Cronbach, L. J. , Gleser, G. C., Nanda, H., & Rajaratnam, N. (1972). The dependability of behavioral measurements: Theory of generalizabiity for scores and profils. New York: Wiley.
10.
DePaulo, B. M. , Kenny, D. A., Hoover, C. W., Webb, W., & Oliver, P. V. (1987). Accuracy of person perception: Do people know the kind of impressions they convey?JournalofPersonalty and SocialPsychology, 52, 303-315.
11.
Eagly, A. H. (1987). Sex differences in social behavior: A social-role intepre tation. Hillsdale, NJ: Lawrence Erlbaum.
12.
Eagly, A. H. , & Karau, S. J. (1991). Gender and the emergence of leaders: A meta-analysis. Journal of Personalty and Social Psychology, 60, 685-710.
13.
Eagly, A. H. , Makhijani, M. G., & Klonsky, B. G. (1992). Gender and the evaluation of leaders: A meta-analysis. Psychological Bulletin, 60, 685-710.
14.
Fenigstein, A. , Scheier, M. F., & Buss, A. H. (1973). Public and private self-consciousness: Assessment and theory.Journal of Consulting and ClinicalPsychology, 43, 522-527.
15.
Gage, N. L. , & Cronbach, L. J. (1955). Conceptual and methodological problems in interpersonal perception. PsycholgicalRecvieu6Z, 411-422.
16.
Gintner, G. , & Lindskold, S. (1975). Rate of participation and expertise as factors influencing leader choice.Journal of Personaliy and Social Psychology, 32, 1085-1089.
17.
Goffman, E. (1959). The presentation of selfin everyday Ifc. Garden City, NY: Doubleday/Anchor Books.
18.
Goffrnan, E. (1963). Beaviorin pubc place. New York: Free Press.
19.
Hare, A. P. (1962). Hanlbookofsmalgroupresearch. NewYork: Free Press.
20.
Heilman, M. E. , & Kram, K. E. (1983). Male and female assumptions about colleagues' views of their competence. Psychology of Women Quarterl, 7, 329-337.
21.
Hollander, E. P. (1985). Leadership and power. In G. Lindzey & E. Aronson (Eds.), The handbook of social psychology (3rd ed., Vol. 2, pp. 485-537). New York: Random House.
22.
Hollander, E. P. , & Julian, J. W. (1969). Contemporary trends in the analysis of leadership processes. Psychological Bulletin, 71, 387-397.
23.
Kenny, D. A. (1981). Interpersonal perception: A multivariate round robin analysis. In M. B. Brewer & B. E. Collins (Eds.), Scentific inquiry in the social scinces (pp. 288-309). San Francisco:Jossey-Bass.
24.
Kenny, D. A. (1989). SOREMO Version V. Unpublished manuscript, University of Connecticut.
25.
Kenny, D. A. (1991). A general model of consensus and accuracy in interpersonal perception. Psychological Review, 98, 155-163.
26.
Kenny, D. A. , & Albright, L. (1987). Accuracy in interpersonal perception: A social relations analysis. Psychological Bulitin, 102, 390-402.
27.
Kenny, D. A. , & La Voie, L. (1984). The social relations model. In L. Berkowitz (Ed.), Advances in experimental socialpsychology (Vol. 18, pp. 142-182). Orlando, FL: Academic Press.
28.
Kenny, D. A. , & Malloy, T. E. (1988). Partnereffects in social interaction. Joumnal of Nonverbal Behavior, 12, 34-57.
29.
Kenny, D. A. , & Zaccaro, S. J. (1983). An estimate of variance due to traits in leadership.Joumnal ofApplW Psychology, 68, 678-685.
30.
Laing, R. D. , Phillipson, H., & Lee, A. R. (1966). Intepersonalperception. A theory and mehod of resarch. New York: Springer.
31.
Lord, R. G. (1985). Social information processing and behavioral measurement An application to leadership measurement. Research in Otnizational Behavior, 7, 87-128.
32.
Lord, R. G. , & Alliger, G. M. (1985). A comparison of four information processing models of leadership and social perceptions. Humnan Relaions, 38, 47-65.
33.
Lord, R. G. , De Vader, C. L., & Alliger, G. M. (1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71, 402-410.
34.
Lord, R. G. , Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance34, 343-378.
35.
Lord, R. G. , Foti, RJ., & Phillips, J. S. (1982). A theory of leadership categorization. In J. G. Hunt, U. Sekaran, & C. Schriesheim (Eds.), Leadeship: Beyond establishment views (pp. 104-121). Carbondale: Southern Illinois University Press.
36.
Lord, R. G. , Phillips, J. S., & Rush, M. C. (1980). Effects of sex and personality on perceptions of emergent leadership, influence, and social power. Joumnal of Applied Psychology, 65, 176-182.
37.
Malloy, T. E. , & Albright, L. (1990). Interpersonal perception in asocial contextJounal ofPersonality and Social Psydology, 58, 419-428.
38.
Malloy, T. E. , & Kenny, D. A. (1986). The social relations model: An integrative method for personality research. Journal of Personalty, 54, 199-225.
39.
Markus, H. , & Zajonc, R. B. (1985). The cognitive perspective in social psychology. In G. Lindzey & E. Aronson (Eds.), The handbook of social psychology (3rd ed., Vol. 1, pp. 137-230). New York: Random House.
40.
O'Leary, V. E. (1974). Some attitudinal barriers to occupational aspirations of women. Psycological BuUeti, 81, 809-826.
41.
Phillips, J. S. (1984). The accuracy of leadership ratings: A cognitive categorization perspective. Organizational Behavior and Human Performance, 33, 125-138.
42.
Regula, R. C. , & Julian, J. W. (1973). The impact of quality and frequency of task contribution on perceived ability.Journal ofSocial Psychology, 89, 115-122.
43.
Snyder, M. (1984). When belief creates reality. In L. Berkowitz (Ed.), Advances in expeMmental social psychology (Vol. 18). New York: Academic Press.
44.
Snyder, M. , & Ickes, W. (1985). Personality and social behavior. In G. Lindzey & E. Aronson (Eds.), The handbook of socialpsychology (3rd ed., Vol. 2, pp. 883-947). New York: Random House.
45.
Sorrentino, R. M. , & Boutillier, R. G. (1975). The effect of quality and quantity ofverbal interaction on ratings of leadership ability.Journal ofExperimental Social Psychology, 11, 403-411.
46.
Stein, R. T. , & Heller, T. (1979). An empirical analysis of the correlations between leadership status and leadership participation rates reported in the literature.Journal ofPersonality and SocialPsychology, 37, 1993-2002.
47.
Warner, R. , Kenny, D. A., & Stoto, M. (1979). A new round robin analysis of variance for social interaction data. Journal of Personality and SocialPsychology, 37, 1742-1757.
48.
Zdep, S. M. , & Oakes, W. F. (1967). Reinforcement of leadership behavior in group discussion.JournalofExperimentalSocialPsychology, 3, 313-320.
