Using perceived group leaders trained to argue for an extreme position, this study examined the function and influence of argumentativeness on leadership perception, leadership maintenance, and decision‐making in the small group. The data suggest that degree of argumentativeness influences perceptions of leadership, with the highly or extremely argumentative individual chosen over the moderate or mildly argumentative individual. Highly argumentative individuals were also rated as more influential on the group's decision. Extremely argumentative individuals, though downgraded in group ratings on “Influence,” were found to have had a disproportionate influence on the group's decision. Implications for small group communication research are discussed.
Argumentativeness: Its effect in group decision‐making and its role in leadership perception
Reprints and Corporate Permissions
Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?
To request a reprint or corporate permissions for this article, please click on the relevant link below:
Academic Permissions
Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?
Obtain permissions instantly via Rightslink by clicking on the button below:
If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.
Related Research Data
Related research
People also read lists articles that other readers of this article have read.
Recommended articles lists articles that we recommend and is powered by our AI driven recommendation engine.
Cited by lists all citing articles based on Crossref citations.
Articles with the Crossref icon will open in a new tab.