Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

SPSP Annual Meeting 2010

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Personality and Social Psychology Bulletin
This Article
Right arrow Full Text (PDF)
Right arrow All Versions of this Article:
0146167209338747v1
35/9/1244    most recent
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in PubMed
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Burris, E. R.
Right arrow Articles by Oldroyd, J. B.
PubMed
Right arrow PubMed Citation
Right arrow Articles by Burris, E. R.
Right arrow Articles by Oldroyd, J. B.
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Playing Favorites: The Influence of Leaders' Inner Circle on Group Processes and Performance

Ethan R. Burris

University of Texas at Austin, ethan.burris{at}mccbombs.utexas.edu

Matthew S. Rodgers

Sungkyunkwan University

Elizabeth A. Mannix

Cornell University

Michael G. Hendron

Brigham Young University

James B. Oldroyd

Sungkyunkwan University

Leaders frequently form stronger relationships with certain subordinates moreso than others, creating an inner circle of close friendships and an outer circle of more distant relationships. Three studies examine the effects of inner-circle membership on group dynamics and interpersonal influence in hierarchical teams. Study 1 finds that, compared to outer-circle members, inner-circle members feel safer and participate in the group discussion more, and leaders recognize them as making a greater contribution and allocate a larger bonus to them. Consequently, inner-circle members influence the groups' decisions more, and team decision quality improves when inner-circle members possess expert knowledge. Study 2 finds that leaders attended to and recalled suggestions from their inner circle more regardless of argument strength, suggesting heuristic information processing. Study 3 replicates these findings using intact teams in a large governmental agency. Implications for leadership and group decision making are discussed.

Key Words: leadership • group decision making • friendship • inner circle • affect

This version was published on September 1, 2009

Personality and Social Psychology Bulletin, Vol. 35, No. 9, 1244-1257 (2009)
DOI: 10.1177/0146167209338747
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?