Effects of selection agent and leader origin on leader influence and group member perceptions

Abstract

The effects of the expertise of the agent of leader selection (expert vs nonexpert) and leader origin (internal promotion vs external appointment) on leader effectiveness were examined in a laboratory setting. Results showed that leaders chosen by a competent agent of selection were themselves seen as having greater task expertise and were better able to influence the decisions of group members than were leaders selected by a less competent agent. The origin of the leader had no effect upon either perceptions of the leader or the leader's influence. These results are discussed in terms of their implications for leader selection in organizations and the importance of analyzing extra-dyadic factors which influence leader—subordinate relations.