Open main menu
Home
Random
Recent changes
Special pages
Community portal
Preferences
About Wikipedia
Disclaimers
Incubator escapee wiki
Search
User menu
Talk
Dark mode
Contributions
Create account
Log in
Editing
Popularity
(section)
Warning:
You are not logged in. Your IP address will be publicly visible if you make any edits. If you
log in
or
create an account
, your edits will be attributed to your username, along with other benefits.
Anti-spam check. Do
not
fill this in!
=== Leadership popularity === With a greater focus on groups in the workplace, it is essential that leaders effectively deal with and mediate groups to avoid clashing. Sometimes a leader does not need to be popular to be effective, but there are a few characteristics that can help a leader be more accepted and better liked by his group. Without group or team cohesiveness, there is no correlation between leadership and popularity; however, when a group is cohesive, the higher up someone is in the leadership hierarchy, the more popular they are for two reasons.<ref name="Theodorson">Theodorson, G. A. (1957). The relationship between leadership and popularity roles in small groups. ''American Sociological Review'', 22, 58β67.</ref> First, a cohesive group feels more personal responsibility for their work, thus placing more value on better performance. Cohesive members see leaders as taking a bulk of the work and investing a lot of personal time, so when they see a job's value they can ascribe its success to the leader. This greatest contribution principle is perceived as a great asset to the team, and members view the leader more favorably and he gains popularity.<ref name="Theodorson" /> Secondly, cohesive groups have well established group values. Leaders can become more popular in these groups by realizing and acting on dominant group values. Supporting group morals and standards leads to high positive valuation from the group, leading to popularity.<ref name="Turk">Turk, H. (1961). Instrumental values and the popularity of instrumental leaders. ''Social Forces'', 39, 252β260.</ref>
Edit summary
(Briefly describe your changes)
By publishing changes, you agree to the
Terms of Use
, and you irrevocably agree to release your contribution under the
CC BY-SA 4.0 License
and the
GFDL
. You agree that a hyperlink or URL is sufficient attribution under the Creative Commons license.
Cancel
Editing help
(opens in new window)