Suggests that open interaction is exquisitely controlled social behavior, and groups employing it possess an impressive potential for social influence. These misrepresentations of the power of the activity and the group leader constitute a kind of mystification by the practitioner of himself or herself and his or her clientele. (Author/BL)

Explored possible differences in group leader (N=32) and member (N=32) reactions to three interventions that seem likely to elicit strong reactions from both leaders and members. Results supported the belief that group leaders and members often enter a group with differing expectations and perceptions. (LLL)

Females emerged as leaders in three mixed-sex leaderless groups of college students (N=21) in a communication course. Two rhetorical themes were revealed: female leaders in all three groups earned their leadership positions by the rhetoric of hard workers and leading by default; they solidified their positions by emphasizing a rhetoric of modest…

Discusses coleadership of citizens' groups, groups for teaching and training, and work groups in general, addressing advantages and disadvantages. Presents D-R model of coleadership, designed to facilitate positive interactions between coleaders, thereby enhancing group work skills. The model focuses on five sequential yet overlapping processes:…

Investigates effectiveness of communicative variables for predicting leadership emergence in long-term, nonlaboratory groups. Concludes that leadership prediction is possible based on group's ratings of selected communicative functions. Group sensitivity to communicative functions at initial session allows for potential group leader selection.…

Examines the proposition that the "leader" role is an unconscious myth invented by members of a group to ward off anxieties and uncertainties associated with day-to-day exercise of interpersonal power. Focuses on describing the myth, its consequences for the involvement of group members, and researchable propositions derivable from the myth.…

Eight "myths" about small group processes and outcomes are presented and matched against research and practice. Conclusions are drawn concerning benefits of group experience, group composition, leader impact, role of structural exercises, function of the "here-and-now," self-disclosure and feedback, understanding group processes, and the long-term…

Investigates seven task-oriented groups which examine consistency of social choice across a range of behavioral criteria (friendship, leadership, followship, and evaluation criteria of social interaction). Results suggest that some criteria of interpersonal relations are interdependent: acceptance and rejection choices are not opposite ends of…

Tests the hypothesis that openness between coleaders has a constructive effect on group process and outcome. Results of this investigation converge to support this prediction. Quality of group process and evaluations of leadership were positively and significantly associated. Similarly, ratings of coleadership correlated in a statistically…

Examines the relationship between sex and sex- type and leadership in small discussion groups. Results indicate personality influences leadership only during initial group interaction. The best characterization of social and task leadership is via psychological sex type rather than biological sex. Suggests leadership style dogmatism and motivation…

This paper reviews research completed previously on the effects of trainers on t-groups. The author suggests that further research on the behavior of trainers or leaders and their effects on groups be examined for constructive and destructive interventions. (EJT)

Addresses the issue of the sensitivity of communicative variables for predicting leadership emergence in long-term, nonlaboratory groups. Findings suggest that communicative functions allow for the selection of potential group leaders. Additionally, leaders are chosen for their positive qualities but appear to embody negative values as well.…

Discusses value of therapeutic and growth groups in self-examination, sharing in a supportive and protective atmosphere, and in strengthening self-concept and relationships with others. Describes and addresses dilemmas of two basic approaches to leadership: the "guru-oriented" approach with a teacher-guide, and the self-oriented approach…

Determined whether specific personality characteristics of group leaders predict group members' evaluations of leaders and of the group experience in self-exploration groups. Assessed group leader and group member state anxiety, trait anxiety, and cognitive style. Found significant effects for initial group rating and leader evaluation, and none…