An experimental study of the relationship between opinionated leadership and small group consensus

This study examined the relationship between the opinionated quality of leaders’ statements and small group consensus. Confederates trained to exhibit differing levels of opinionatedness served as “appointed” leaders of policy‐making groups. Groups with unopinionated leaders came closer to total consensus than groups whose leaders exhibited deliberately opinionated communication behavior. In addition, unopinionated leaders were rated more competent and more objective by their group members than were opinionated leaders. Findings relating opinionated leadership to maintenance of influence and member satisfaction were inconclusive.