Effects of Success and Failure of Interpersonal and Task Performance Upon Leader Perception and Behavior.

摘要

An experiment was conducted to test a reinterpretation of the least preferred coworker measure (LPC). Effects of interpersonal and task success and failure upon leader anxiety, leader perception of group atmosphere and group performance and leadership style were observed. High and low LPC leaders, who were 35 non-commissioned officers selected from military leadership courses, led three-person groups composed of preferred or nonpreferred classmates both with and without the pressure of external task stress. Task stress was manipulated by approving or disapproving gestures from an observing officer. The results were consistent with the interpretation that high LPC leaders obtain self-esteem and adjustment through the interpersonal aspects of the situation. However, the results were inconsistent with the interpretation that low LPC leaders obtain self-esteem from the intrinsic satisfaction of the task; rather, the task was instrumental for them in obtaining rewards from superiors. (Author)