Mast
Fakultäten » Philosophische Fakultät » Psychologisches Institut » Sozialpsychologie » Prof. Dr. Rainer Hornung » Mast
Completed research project
| Title / Titel | How Leader's Interpersonal Accuracy Affects Their Leadership Behavior | ||||||
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| Abstract (PDF, 14 KB) | |||||||
| Summary / Zusammenfassung | Accuracy research has shown that even if we meet strangers for the first time and make our assessment within a brief window of time we are quite good at decoding other people's states and traits (e.g., Funder, 1995; Hall & Bernieri, 2001; Ickes, 1993, 1997; Kenny, 1987; Gosling, Ko, Mannarelli, & Morris, 2002; Schmid Mast, Murphy, & Hall, in press; Vazire & Gosling, 2003). There is, however, a dearth of knowledge when it comes to accuracy and its implications on behavior. There is a growing number of publications in the leadership literature suggesting that being able to accurately infer the subordinates’ thoughts and feelings is essential for being a successful leader. Emotional intelligence (Mayer et al., 2003), a concept that is in part similar to accuracy in inferring other’s emotional states, has conquered the leadership literature. The book “Primal leadership: Learning to lead with emotional intelligence” by Goleman, Boyatzis, and McKee (2002) stands as an example of this development. This strong relation between superiors’ accuracy and positive outcomes is widely accepted but rarely empirically tested. One exception is the research of Riggio and colleagues (2003). These researchers have shown that being skilled in communication was related to being a more effective leader and that a leader’s social skills were related to satisfaction with him/her. However, emergent leadership was not related to communication skills and better communication skills were not related to leading more productive groups (Riggio et al., 2003). Definitely, interpersonal accuracy seems important for leadership (Riggio, 2001). However, the question remains which aspects of leadership behavior are affected. How does accuracy in a superior-subordinate relationship affect dominance behavior within this relationship. It is predicted that superiors who are more accurate (1) adopt a particular leadership behavior (e.g., more participative leadership style), (2) produce better outcomes of leadership (leadership quality: effort, effectiveness, and subordinate satisfaction). |
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| Project leadership and contacts / Projektleitung und Kontakte |
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| Funding source(s) / Unterstützt durch |
Others Current budget |
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| In collaboration with / In Zusammenarbeit mit |
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| Duration of Project / Projektdauer | Nov 2004 to Apr 2006 |