Perceptions of Leadership in Undergraduate Fraternal Organizations

An essential component of the culture and stated purpose of fraternities and sororities is their commitment to leadership. This is highly espoused as a prerequisite to joining and an outcome of membership. With this in mind, it is important to evaluate what leadership means in the context of a fraternity or sorority. This article concludes that leadership can be perceived as exercising power, holding formal positions, and serving as a positive role model for other members. Through understanding the multiple approaches to leadership, the culture and effectiveness of undergraduate fraternal organizations can be evaluated to verify the authenticity of claims of leadership development.

[1]  Brent W. Roberts,et al.  Personality Development in the Context of the Neo-Socioanalytic Model of Personality. , 2006 .

[2]  Susan R. Komives,et al.  Developing a Leadership Identity: A Grounded Theory , 2005 .

[3]  Robert Hogan,et al.  What we know about Leadership , 2005 .

[4]  B. Roberts,et al.  On the relationship between substance use and personality traits: Abstainers are not maladjusted , 2004 .

[5]  T. Judge,et al.  Personality and transformational and transactional leadership: a meta-analysis. , 2004, The Journal of applied psychology.

[6]  Robert E. Ployhart,et al.  Transformational leadership: relations to the five-factor model and team performance in typical and maximum contexts. , 2004, The Journal of applied psychology.

[7]  Cameron Anderson,et al.  Power, Approach, and Inhibition , 2003 .

[8]  Megan W. Gerhardt,et al.  Personality and leadership: a qualitative and quantitative review. , 2002, The Journal of applied psychology.

[9]  C Anderson,et al.  Who attains social status? Effects of personality and physical attractiveness in social groups. , 2001, Journal of personality and social psychology.

[10]  F. Drasgow,et al.  Toward a theory of individual differences and leadership: understanding the motivation to lead. , 2001, The Journal of applied psychology.

[11]  B. Bass,et al.  Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership , 1999 .

[12]  John B. Washbush,et al.  The two faces of leadership: considering the dark side of leader‐follower dynamics , 1999 .

[13]  Catherine Clark,et al.  Exploring Leadership: For College Students Who Want to Make a Difference , 1999 .

[14]  B. Roberts,et al.  The personality of young adult couples and wives' work patterns. , 1992, Journal of personality.

[15]  A. Caspi,et al.  Moving away from the World: Life-Course Patterns of Shy Children. , 1988 .

[16]  D. Mcclelland,et al.  Leadership motive pattern and long-term success in management. , 1982 .

[17]  D. Winter.  The power motive. , 1974 .

[18]  R. Stogdill,et al.  Leader behavior: Its description and measurement. , 1958 .

[19]  Carla H. Lagorio,et al.  Psychology , 1929, Nature.

[20]  Marcus Buckingham,et al.  Now, Discover Your Strengths , 2001 .

[21]  J. S. Wiggins,et al.  The five-factor model of personality : theoretical perspectives , 1996 .

[22]  B. Posner,et al.  Leadership challenge. , 1996, Nursing times.

[23]  Peter L Block,et al.  Stewardship: Choosing Service over Self-Interest , 1993 .

[24]  B. Posner,et al.  Book Review: Credibility: How Leaders Gain and Lose It, Why People Demand It James M. Kouzes and Barry Z. Posner San Francisco: Jossey-Bass, 1993, 332 pp. $24.95. cloth , 1994 .

[25]  L. R. Goldberg.  THE DEVELOPMENT OF MARKERS FOR THE BIG-FIVE FACTOR STRUCTURE , 1992 .

[26]  Harrison G. Gough,et al.  Testing for leadership with the California Psychological Inventory. , 1990 .

[27]  B. Bass.  Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, 3rd ed. , 1990 .

[28]  S. Covey.  Principle-Centered Leadership , 1989 .

[29]  Wm. Raimond Baird,et al.  Baird's manual American college fraternities , 1963 .