國立虎尾科技大學 |

The dynamics of prosocial leadership : = Power and influence in collective action groups.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	The dynamics of prosocial leadership :/
Reminder of title:	Power and influence in collective action groups.
Author:	Harrell, Ashley.
Description:	1 online resource (143 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 78-11(E), Section: A.
Contained By:	Dissertation Abstracts International78-11A(E).
Subject:	Sociology. -
Online resource:	click for full text (PQDT)
ISBN:	9780355072693

The dynamics of prosocial leadership : = Power and influence in collective action groups.
Harrell, Ashley.

The dynamics of prosocial leadership :Power and influence in collective action groups. - 1 online resource (143 pages)

Source: Dissertation Abstracts International, Volume: 78-11(E), Section: A.

Thesis (Ph.D.)--University of South Carolina, 2017.

Includes bibliographical references

This project bridges insights from theories of collective action, power, and influence to address the conditions under which group leaders solve collective action problems. Specifically, I show how group leaders' behaviors impact the success of collective action groups as a whole via both power and influence processes. The results of a laboratory experiment support the prediction that other-regarding (prosocial) leaders increase their contributions to the group after ascending to leadership, while self-regarding (proself) leaders reduce their contributions. Further, I show that rank and file group members are influenced by their leaders' contribution behaviors; as a result, prosocial-led groups as a whole are substantially more productive than proself-led groups. Indeed, as predicted, prosocial leaders were even more effective in maintaining large group contributions than the standard peer sanctioning system, where the ability to punish others is distributed equally among all group members. Importantly, these results suggest that prosocial leaders---but not proself leaders---are an effective solution to collective action problems. Therefore, I also address whether group members tend to select prosocials for leadership positions (Study 2a), and whether they are able to identify prosocials when all group members are able to compete for the leadership position by vying to be elected to the role (Study 2b). Results from these studies suggest that people prefer prosocials for the leader position, and that while group members do compete for leadership, both prosocial and proself individuals compete at similar rates, such thatprosocials remain higher contributors than their proself counterparts. As a result, prosocials are particularly likely to be selected for leadership positions when group contributions are known. Study 2b also demonstrates that groups that hold democratic elections for leadership may induce more cooperative behavior in their members not only once the leader is installed, but even before leadership hierarchies emerge as a result of competition to be elected. Taken as a whole, the findings suggest that putting power and influence in the right hands solves collective action problems and promotes collective welfare. Leadership---specifically, democratically elected, prosocial leadership---promises an effective solution to collective action problems.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355072693Subjects--Topical Terms:

551705
Sociology.
Index Terms--Genre/Form:

554714
Electronic books.

The dynamics of prosocial leadership : = Power and influence in collective action groups.
LDR:03643ntm a2200337Ki 4500 001 920207
005 20181129125308.5
006 m o u
007 cr mn||||a|a||
008 190606s2017 xx obm 000 0 eng d
020 $a 9780355072693
035 $a (MiAaPQ)AAI10265170
035 $a (MiAaPQ)sc:15007
035 $a AAI10265170
040 $a MiAaPQ $b eng $c MiAaPQ $d NTU
100 1 $a Harrell, Ashley. $3 1194941
245 1 4 $a The dynamics of prosocial leadership : $b Power and influence in collective action groups.
264 0 $c 2017
300 $a 1 online resource (143 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertation Abstracts International, Volume: 78-11(E), Section: A.
500 $a Adviser: Brent Simpson.
502 $a Thesis (Ph.D.)--University of South Carolina, 2017.
504 $a Includes bibliographical references
520 $a This project bridges insights from theories of collective action, power, and influence to address the conditions under which group leaders solve collective action problems. Specifically, I show how group leaders' behaviors impact the success of collective action groups as a whole via both power and influence processes. The results of a laboratory experiment support the prediction that other-regarding (prosocial) leaders increase their contributions to the group after ascending to leadership, while self-regarding (proself) leaders reduce their contributions. Further, I show that rank and file group members are influenced by their leaders' contribution behaviors; as a result, prosocial-led groups as a whole are substantially more productive than proself-led groups. Indeed, as predicted, prosocial leaders were even more effective in maintaining large group contributions than the standard peer sanctioning system, where the ability to punish others is distributed equally among all group members. Importantly, these results suggest that prosocial leaders---but not proself leaders---are an effective solution to collective action problems. Therefore, I also address whether group members tend to select prosocials for leadership positions (Study 2a), and whether they are able to identify prosocials when all group members are able to compete for the leadership position by vying to be elected to the role (Study 2b). Results from these studies suggest that people prefer prosocials for the leader position, and that while group members do compete for leadership, both prosocial and proself individuals compete at similar rates, such thatprosocials remain higher contributors than their proself counterparts. As a result, prosocials are particularly likely to be selected for leadership positions when group contributions are known. Study 2b also demonstrates that groups that hold democratic elections for leadership may induce more cooperative behavior in their members not only once the leader is installed, but even before leadership hierarchies emerge as a result of competition to be elected. Taken as a whole, the findings suggest that putting power and influence in the right hands solves collective action problems and promotes collective welfare. Leadership---specifically, democratically elected, prosocial leadership---promises an effective solution to collective action problems.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Sociology. $3 551705
650 4 $a Social psychology. $3 554804
655 7 $a Electronic books. $2 local $3 554714
690 $a 0626
690 $a 0451
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a University of South Carolina. $b Sociology. $3 1194942
773 0 $t Dissertation Abstracts International $g 78-11A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10265170 $z click for full text (PQDT)