Date Presented
Spring 4-2008
Document Type
Thesis
Degree Name
Bachelor of Arts
Department
Business Administration
First Advisor
Dr. Lee Schimmoeller
Second Advisor
Dr. Sally Selden
Third Advisor
Dr. Joe Prinzinger
Abstract
Different methods of selecting a leader for work groups have been shown to have significant effects on the group's overall performance (Henningsen, et al., 2004). It has been suggested that systematic selection of leadership is detrimental to a group's performance and cohesiveness in certain cases (Haslam et al., 1998). This has been supported by many studies (Haslam et al., 1998; Henningsen et. al., 2004). In such cases it may be more beneficial to pick a leader in a random fashion instead of picking one due to leadership abilities. It was hypothesized that it is even more beneficial in these cases if the leader is picked due to credentials (systematically selected) but the leader is perceived by the rest of the group as being randomly selected. The hypothesis was tested with four groups creating a building model out of drinking straws. No significant effects were found in terms of group performance or group cohesiveness.
Recommended Citation
Marsh, Daniel, "Perceived Random Leader Selection in Work Groups" (2008). Undergraduate Theses and Capstone Projects. 74.
https://digitalshowcase.lynchburg.edu/utcp/74
Included in
Business Administration, Management, and Operations Commons, Organizational Behavior and Theory Commons, Other Business Commons