Hollander, Edwin Paul 1927-

Contemporary trends in the analysis of leadership processes by Edwin Paul Hollander( Book )

2 editions published in 1968 in English and held by 3 WorldCat member libraries worldwide

Principles and methods of social psychology. 2nd ed by Edwin Paul Hollander( Book )

2 editions published in 1971 in English and held by 3 WorldCat member libraries worldwide

An investigation of the relationship between authoritarian attitudes and leadership selection in a military setting by Edwin Paul Hollander( Book )

2 editions published in 1952 in English and held by 3 WorldCat member libraries worldwide

Leader style, competence, and source of authority as determinants of actual and perceived influence by Edwin Paul Hollander( Book )

3 editions published in 1966 in English and held by 3 WorldCat member libraries worldwide

Three characteristics of group leaders were manipulated experimentally to determine their impact on group member acceptance of leader influence. Leaders were perceived: as either self-oriented or group-oriented in their actions; as relatively competent or incompetent at the task; and were either elected by group members or appointed by a source external to the group. Leaders perceived as more competent at the task were significantly more influential than were leaders perceived to be less competent. Leaders who were seen as self-oriented in their distribution of rewards were seen as unfair in their treatment of the group, but they were not less influential than group-oriented leaders in determining group member task judgments. While source of leader authority was not by itself significant in producing leader influence, it did produce significant differential consequences on the relationship between actual and perceived influence, with election yielding a positive and significantly stronger correlation between the two influence measures than did appointment. Thus, influence achieved by the leader was clearly shown to be a function of his perceived characteristics. (Author)

The significance of attitudes toward peers in discriminating between naval aviation cadets of 'high' and 'low' motivation by John T Bair( Book )

2 editions published in 1952 in English and held by 3 WorldCat member libraries worldwide

This investigation reports the significance of attitudes toward peers that differentiated between cadets of 'high' and 'low' motivation. The 'high' motivation group consisted of 65 cadets who successfully completed Basic Flight Training, and the 'low' group included 72 cadets who left the program voluntarily. Both groups were required to complete an open-ended questionnaire which instructed that they evaluate anonymously the characteristics of their 'best' and 'worst' fellow cadets. Specific content categories were determined and checked for reliability by independent observers. The results revealed that the 'high' motivation group appraised personal and social factors of their fellow cadets with significantly greater frequency. In contrast, the 'low' motivation group described academic values more frequently. Implications for a counseling program are included. (Author)

Instructor's manual to accompany: Hollander, Principles and methods of social psychology (2nd ed.), and Hollander and Hunt, Current perspectives in social psychology (3rd ed.) by Edwin Paul Hollander( Book )

2 editions published in 1971 in English and held by 2 WorldCat member libraries worldwide

Some Issues in Comparing Women and Men as Leaders. Technical Report No. 7 by Edwin Paul Hollander( Book )

1 edition published in 1978 in English and held by 2 WorldCat member libraries worldwide

The document reviews literature relevant to male/female leadership effectiveness and outlines research needs in this area. Three factors which contribute to successful leadership include leadership role, leadership style, and situational characteristics. Literature concerning leadership role reveals that in mixed-sex groups, women are less likely to be chosen as leaders and less inclined to perceive themselves as leaders or to seek that role. Studies of leadership style suggest sex differences in several areas: men seek to succeed more on tasks while women seek to achieve interpersonal successes; women exert more activity toward creating positive group affect; men concentrate more on exhibiting recognizable leader behavior. Also, evidence indicates that situational factors can operate to prevent women who have overcome role conflict from exhibiting leadership behaviors: the sex composition of the group, the type of task employed, and the method by which the leader attains his or her status. Finally, conflicting research results tend to be derived from research procedures. Research supporting gender differences in leadership behavior sampled the general population of women while studies finding no gender-related differences sampled actual female leaders. Future research calls for identifying personality characteristics that define leadership style, the situational variables, and sex-role attitudes of leaders and followers. (Author/KC)

A convergence on social influence by Washington University, St. Louis, 1962 ONR Workshop on Social Influence( Book )

3 editions published between 1963 and 1971 in English and held by 2 WorldCat member libraries worldwide

Contents: Analysis and models of attitude change; Social motivation and influence processes; Response dimensionality; Perspectives on interaction; and Conformity

Variables underlying sociometric status by Edwin Paul Hollander( Book )

2 editions published in 1956 in English and held by 2 WorldCat member libraries worldwide

Leadership Dynamics A Transactional Perspective. Technical Report No. 6 by Edwin Paul Hollander( Book )

1 edition published in 1978 in English and held by 2 WorldCat member libraries worldwide

The transactional approach views leader-follower relations as a social exchange relationship. While the leader provides the group with success in reaching its goals and gives followers recognition and reward, the followers give the leader responsiveness and participation in group enterprises. In addition followers give the leader esteem and status. Experiments have investigated the effects of the leader's legitimacy on follower responsiveness. Whether a leader is elected or appointed affects leader influence. For instance, while one study found the influence of elected leaders to be greater, another found that an elected spokesman who was perceived to lack competence was more likely to be rejected than an appointed one who appeared incompetent. Elected negotiators showed greater toughness than appointed negotiators, which suggests that accountability to the group is an important factor. In addition, further studies suggest that the sex of the leader and the way the task is presented have an effect on follower responsiveness. In sum, the transactional perspective sees followers as having an active and responsive role rather than a passive one. This more active sense of the follower gives group members the promise of richer forms of involvement. (Author/JM)