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Activation Of Social Heuristics In Social Decision Making Tasks As A Function Of Leadership Role Assignment, Amber B. Keating

Honors Theses

The purpose of this study was to investigate the impact of assigning leadership roles implying varying degrees of social responsibility along with examining lay peoples' perceptions of these roles. Using 105 subjects, a 3 (leadership role) x 2 (resource type) design was used to examine how leaders make decisions about sharing resources in groups. First, 41 subjects rated the perceived degree of social responsibility for each of the 32 roles. In the next phase, another 64 subjects were assigned one of three leadership roles (supervisor, guide, or leader) and were asked to take that type of leader's deserved amount of …