Scapegoating and Leader Behavior*
作者:
James Gallagher,
Peter J. Burke,
期刊:
Social Forces
(OUP Available online 1974)
卷期:
Volume 52,
issue 4
页码: 481-488
ISSN:0037-7732
年代: 1974
DOI:10.1093/sf/52.4.481
出版商: The University of North Carolina Press
数据来源: OUP
摘要:
This article examines how the alternatives of scapegoating or social-emotional leadership are determined in small discussion groups. The hypothesis asserts that the alternative “selected” by the group depends on whether the task leader supports the low-status member. An experiment designed to test this hypothesis indicated that scapegoating of the low-status member occurs when the task leader is somewhat hostile toward him. However, social-emotional leadership was not more in evidence when the task leader supported the low-status member. Instead, such support had the unanticipated consequence of increasing the task leader's legitimacy in performing task activity, thus decreasing both scapegoating and social-emotional leadership.
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