Identifying emergent leaders from verbal and nonverbal communications

Subject/observers were accurate in identifying emergent leadership hierarchies on four leadership dimensions when provided records of target groups' meetings containing only verbal communications, only nonverbal communications, or both types of behavior. With knowledge of participation rates controlled by covariance, the subject/observers' accuracy scores retained significance in three of the information conditions demonstrating the presence of verbal and nonverbal leadership cues independent of participation rates. The value of verbal and nonverbal communications to identifying leaders varied with the type of leadership hierarchy being identified. The findings are presumed to hold for leader selection as well. The author proposes that the question of why a group member has emerged to fulfill a leadership role in a group be studied from the point of view of group members' selecting leaders or permitting emergence rather than leaders emitting behaviors.