Dynamics of leaders' and subordinates' performance-related discussions following monitoring by leaders in group meetings
Goltz, S M.
Leadership Quarterly 4(2): 173-187
1993
ISSN/ISBN: 1048-9843 DOI: 10.1016/1048-9843(93)90010-qDocument Number: 285378
The present study examined interactions following performance monitoring by leaders in group meetings. Discussions between leaders and subordinates during 28 Reserve Officers' Training Corps meetings at a private Midwestern university were videotaped and transcribed. Lag-sequential analyses of these interactions indicated that leaders' monitoring of performance during group meetings stimulated subordinates to make positive, negative, and neutral reports of their own performances, but primarily negative reports of others' performances. Leaders were likely to follow subordinates' negative reports of their own performances with negative consequences and subordinates' positive reports of others' performances with positive consequences. The present study suggests that interactions following performance monitoring by leaders in group settings are affected both by actual and perceived self-presentation biases.