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Leading Small Groups: Theoretical Perspectives 173

Designated leaders greatly affect small groups.

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In Stage 2, the members who remain under consideration are supported by other
members. In Figure 7.1, A and C are still in contention; B and D have backed out of
contention but support A and C as lieutenants, thereby forming two coalitions. Stage 2
can be lengthy, with verbal sparring typical. Eventually, one contender fails at his or
her bid for leadership and drops out. The candidate who falls out of contention is
usually seen as too directive (bossy) or offensive to the others (e.g., talks too much or
is manipulative). 11
In Figure 7.1 Stage 3, C has fallen out and A has emerged as leader, but this may
shift. For example, A may be a poor leader and E, B, or D may decide to support
someone else.
There are several common variations to Fisher’s model. One person may quickly
secure a lieutenant, with the rest of the group falling into line. Sometimes, an early
leader is inadequate in some way and is deposed, throwing the group back into
Stage 2. Two final contenders may cooperate as co-leaders, bypassing Stage 3.
While Fisher’s model describes general processes, it does not explain who will
emerge. Several personal characteristics have been linked to leadership emergence,
including self-monitoring, verbal style, gender, and task-oriented communication.

Personal Characteristics of Emergent Leaders Self-monitoring, discussed in Chapter 5,
is associated with emergent leadership. Self-monitoring refers to individuals’ abilities to
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monitor social cues and adapt their actions. High self-monitors are sensitive to contex-
tual cues, socially perceptive, and able to respond flexibly according to what seems
needed at any given time. Zaccaro et al. found that more than half the variance of lead-
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ership emergence was explained by self-monitoring. Ellis and Cronshaw found that

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