The influence of self‐esteem on emergent leadership patterns

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Abstract
The hypothesis was that the leadership function would be shared to a greater extent in groups composed of all high self‐esteem members than in groups composed of all low self‐esteem members. An analysis of problem solving discussions by groups composed respectively of these two kinds of students revealed that high self‐esteem groups did share the leadership function (as measured by frequency of participation) to a greater extent than did low self‐esteem groups. Analyses of subjects' responses to a questionnaire revealed significant differences between high and low self‐esteem subjects in their evaluations of the leadership pattern and the group atmosphere.

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