How past performance shapes leaders, groups, and results—and what it means for real-world management.
This concise study dives into how performance can drive changes in leadership behavior, group cohesion, and member satisfaction. Through a controlled experiment, it shows how telling a foreman that a group is high- or low-performing changes daily leadership and the way teams work together.
What you’ll learn
- How performance information can alter leadership styles, including support, communication, and decision making
- How subordinate influence and group cohesion shift with past performance
- Why satisfaction with the group and its processes tends to rise when past performance is high
- How these dynamics relate to predictions about future production and overall performance
Ideal for readers of organizational psychology, leadership development, and management research looking for evidence on how performance can shape leadership and group outcomes.