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Emergence of Leadership within a Homogeneous Group.

Eskridge BE, Valle E, Schlupp I - PLoS ONE (2015)

Bottom Line: In the simulations presented here, we investigate the emergence of leadership in the extreme situation in which all individuals are initially identical.Most importantly, our results show that small differences in experience can promote the rapid emergence of stable roles for leaders and followers.Our findings have implications for our understanding of adaptive behaviors in initially homogeneous groups, the role experience can play in shaping leadership tendencies, and the use of self-assessment in adapting behavior and, ultimately, self-role-assignment.

View Article: PubMed Central - PubMed

Affiliation: Department of Computer Science and Network Engineering, Southern Nazarene University, Bethany, Oklahoma, United States of America.

ABSTRACT
Large scale coordination without dominant, consistent leadership is frequent in nature. How individuals emerge from within the group as leaders, however transitory this position may be, has become an increasingly common question asked. This question is further complicated by the fact that in many of these aggregations, differences between individuals are minor and the group is largely considered to be homogeneous. In the simulations presented here, we investigate the emergence of leadership in the extreme situation in which all individuals are initially identical. Using a mathematical model developed using observations of natural systems, we show that the addition of a simple concept of leadership tendencies which is inspired by observations of natural systems and is affected by experience can produce distinct leaders and followers using a nonlinear feedback loop. Most importantly, our results show that small differences in experience can promote the rapid emergence of stable roles for leaders and followers. Our findings have implications for our understanding of adaptive behaviors in initially homogeneous groups, the role experience can play in shaping leadership tendencies, and the use of self-assessment in adapting behavior and, ultimately, self-role-assignment.

No MeSH data available.


Related in: MedlinePlus

The mean percentage of LT values that transitioned from low to high are shown (mean/SE).Transitions were defined as LT value changes occurring after the initial differentiation.
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pone.0134222.g007: The mean percentage of LT values that transitioned from low to high are shown (mean/SE).Transitions were defined as LT value changes occurring after the initial differentiation.

Mentions: Once individual LT values differentiated, the majority remained stable with only minor fluctuations. There were a number of instances of low LT values transitioning to high LT values well after the initial differentiation of personalities, but only two instances of a high LT value transitioning to low (see Fig 6). Fig 7 shows the mean percentage of the evaluation group size in which a LT value transitioned from low to high. Excluding a group size of 15, evaluations with an initially high LT value were more stable than evaluations with initially low and moderate LT values (see S4 Table for a complete statistical analysis).


Emergence of Leadership within a Homogeneous Group.

Eskridge BE, Valle E, Schlupp I - PLoS ONE (2015)

The mean percentage of LT values that transitioned from low to high are shown (mean/SE).Transitions were defined as LT value changes occurring after the initial differentiation.
© Copyright Policy
Related In: Results  -  Collection

License
Show All Figures
getmorefigures.php?uid=PMC4520564&req=5

pone.0134222.g007: The mean percentage of LT values that transitioned from low to high are shown (mean/SE).Transitions were defined as LT value changes occurring after the initial differentiation.
Mentions: Once individual LT values differentiated, the majority remained stable with only minor fluctuations. There were a number of instances of low LT values transitioning to high LT values well after the initial differentiation of personalities, but only two instances of a high LT value transitioning to low (see Fig 6). Fig 7 shows the mean percentage of the evaluation group size in which a LT value transitioned from low to high. Excluding a group size of 15, evaluations with an initially high LT value were more stable than evaluations with initially low and moderate LT values (see S4 Table for a complete statistical analysis).

Bottom Line: In the simulations presented here, we investigate the emergence of leadership in the extreme situation in which all individuals are initially identical.Most importantly, our results show that small differences in experience can promote the rapid emergence of stable roles for leaders and followers.Our findings have implications for our understanding of adaptive behaviors in initially homogeneous groups, the role experience can play in shaping leadership tendencies, and the use of self-assessment in adapting behavior and, ultimately, self-role-assignment.

View Article: PubMed Central - PubMed

Affiliation: Department of Computer Science and Network Engineering, Southern Nazarene University, Bethany, Oklahoma, United States of America.

ABSTRACT
Large scale coordination without dominant, consistent leadership is frequent in nature. How individuals emerge from within the group as leaders, however transitory this position may be, has become an increasingly common question asked. This question is further complicated by the fact that in many of these aggregations, differences between individuals are minor and the group is largely considered to be homogeneous. In the simulations presented here, we investigate the emergence of leadership in the extreme situation in which all individuals are initially identical. Using a mathematical model developed using observations of natural systems, we show that the addition of a simple concept of leadership tendencies which is inspired by observations of natural systems and is affected by experience can produce distinct leaders and followers using a nonlinear feedback loop. Most importantly, our results show that small differences in experience can promote the rapid emergence of stable roles for leaders and followers. Our findings have implications for our understanding of adaptive behaviors in initially homogeneous groups, the role experience can play in shaping leadership tendencies, and the use of self-assessment in adapting behavior and, ultimately, self-role-assignment.

No MeSH data available.


Related in: MedlinePlus