A personal recollection of Ralph M. Stogdill is presented, and the contribution of the OS U Leadership Studies to the understanding of leader behavior is reviewed with respect to the intermediate phase between the leader-trait and situational approaches to leadership. Together with the use of critical incidents and peer nominations, these studies formed the context for developing a transactional approach to leader-follower relations. This newer approach stresses the two-way influence and social exchange processes involved in leadership, with an emphasis on the two factors of system progress and equity. The results of research applying the transactional approach are summarized, with especial attention to leadership effectiveness.
Get full access to this article
View all access options for this article.
References
1.
Alvarez, R.Informal reactions to deviance in simulated work organizations: A laboratory experiment. American Sociological Review, 1968, 33, 895-912.
Fleishman, E.A. Twenty years of consideration and structure. In E. A. Fleishman & J. G. Hunt (Eds.)., Current Developments in the Study of Leadership. Carbondale: Southern Illinois University Press, 1973.
4.
Gouldner, A. W.The norm of reciprocity: A preliminary statement. American Sociological Review, 1960, 25, 161-179.
5.
Graen, G.Role-making processes within complex organizations. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology. Chicago: Rand McNally, 1975.
6.
Hollander, E. P.Authoritarianism and leadership choice in a military setting. Journal of Abnormal and Social Psychology, 1954, 49, 365-370. (a)
7.
Hollander, E. P.Buddy ratings: Military research and industrial implications. Personnel Psychology, 1954, 7, 385-393. (b)
8.
Hollander, E. P.Peer nominations on leadership as a predictor of the pass-fail criterion in naval air training. Journal of Applied Psychology, 1954, 38, 150-153. (c)
9.
Hollander, E. P.Studies of leadership among naval aviation cadets. Journal of Aviation Medicine, 1954, 25, 164-170, 200. (d)
10.
Hollander, E. P.A better military rating s stem through peer ratings. ONR Research Reviews, July 1956. 16-20. (a)
11.
Hollander, E. P.The friendship factor in peer nominations. Personnel Psychology, 1956, 9, 435-447. (b)
12.
Hollander, E. P.Interpersonal exposure tine as a determinant of the predictive utility of peer ratings. Psychological Reports, 1956, 2, 445-448. (c)
13.
Hollander, E. P.The reliability of peer nominations under various conditions of administration. Journal of Applied Psychology, 1957, 41(2), 85-90.
14.
Hollander, E. P.Conformity, status, and idiosyncrasy credit. Psychological Review, 1958, 65, 117-127.
15.
Hollander, E. P., Competence and conformity in the acceptance of influence. Journal of Abnormal and Social Psychology, 1960, 61. 361-3654
16.
Hollander, E. P.Emergent leadership and social influence. In L. Petrullo & B. I. Bass (Eds.), Leadership and interpersonal behavior. New York: Holt, 1961. (a)
17.
Hollander, E. P.Some effects of perceived status on responses to innovative behavior. Journal of Abnormal and Social Psychology, 1961, 63, 247-250. (b)
18.
Hollander, E. P.Leaders, groups and influence. New York: Oxford University Press, 1964.
19.
Hollander, E. P.Validity of peer nominations in predicting a distant performance criterion. Journal of Applied Psychology, 1965, 49, 434-438.
20.
Hollander, E. P.Leadership dynamics: A practical guide to effective relationships. New York: Free Press/Macmillan, 1978. (a)
21.
Hollander, E. P.What is the crisis of leadership?Humanitas, 1978, 14(3), 285-296. (b)
22.
Hollander, E. P., & Bair, J. T.Attitudes toward authority-figures as correlates of motivation among naval aviation cadets. Journal of Applied Psychology, 1954, 38, 21-25.
23.
Hollander, E. P., & Julian, J. W.Studies in leader legitimate, influence, and innovation. In L. Berkowitz (Ed.), Advances in Experimental Social Psychology (Vol. 5). New York: Academic Press, 1970.
24.
Hollander, E. P., & Julian, J. NV.A further look at leader legitimacy, influence, and innovation. In L. Berkowitz (Ed.), Group processes. New York: Academic Press, 1978.
25.
Hollander, E. P., & Webb, W. B.Leadership, followership, and friendship: An analysis of peer nominations. Journal of Abnormal and Social Psychology, 1955, 50, 163-167.
26.
Homans, G. C.Social behavior: Its elementary forms (Rev. ed,) New York: Harcourt Brace Jovanovich, 1974.
27.
Jacobs, T. O.Leadership and exchange in formal organizations. Alexandria, Va.: Human Resources Research Organization, 1970.
28.
Julian, J. W., Hollander, E. P., & Regula, C. R.Endorsement of the group spokesman as a function of his source of authority, competence, and success. Journal of Personality and Social Psychology, 1969, 11, 42-49.
29.
Mann, R. D.A review of the relationships between personality and performance in small groups. Psychological Bulletin, 1959, 56, 241-270.
30.
Shartle, C. L., Stogdill, R. M., & Campbell, D. T.Studies in naval leadership. Columbus: Personnel Research Board, Ohio State University, 1949.
31.
Stogdill, R. M.Personal factors associated with leadership. Journal of Psychology, 1948, 25, 35-71.
32.
Stogdill, R. M.Individual behavior and group achievement. New York: Oxford University Press, 1959.
33.
Stogdill, R. M.Handbook of leadership, New York: Free Press, 1974.
34.
Stogdill, R. M. & Shartle, C. L.Methods for determining patterns of leadership behavior in relation to organization structure and objectives. Journal of Applied Psychology, 1948, 32, 286-291.
35.
Stogdill, R. M., Wherry, R. J., & Jaynes, W. E.Patterns of leader behavior: A factorial study of navy officer performance. Columbus: Ohio State University, 1953.
36.
Tannenbaum, A. S.Control in organizations. New York: McGraw-Hill, 1968.
37.
Van Fleet, D.D. Toward identifying critical elements in a behavioral description of leadership. Public Personnel Management, 1974, 3(1), 70-82.
