Integrating Field Work and Laboratory in Small Group Research

Hypothesis (3). Sessions from which great men were selected showed less tension than the residual first sessions as expected. The difference in the predicted direction was significant when subsequent sessions in which great men participated were compared to those in which they did not. The hypothesis is supported. Hypothesis (4). When the first sessions in which great men participated were compared with the remaining first sessions with regard to amount of positive affect shown, it was found that the "great man" sessions were significantly higher. In the subsequent sessions, the difference remained significant. The hypothesis is emphatically supported. Discussion. The stability with which great men, chosen on the basis of their first session performance, retain top position in subsequent groups is impressive. One is encouraged to believe that a single session may be adequate for the selection of great men. To the extent that our hypotheses are supported, it is suggested that great men selected on the basis of their first session continue to have an influence on the relatively superior performance of the groups in which they subsequently participate. The evidence is quite clear that those groups containing a great man have higher product-rates of giving suggestions and agreements. Insofar as one has any reason to believe that this is related to the quality of solutions, the "productivity" of these groups is likely to be increased relative to the groups without great men. To the extent that a lack of showing tension is an indication of smooth functioning, groups with great men appear to show less inhibited response to the task situation with less anxiety and withdrawal from active participation. This may indicate greater satisfaction with the group. Further evidence of this is seen by the greater amount of positive social emotional behavior, reflecting friendly interpersonal relationships among the members of the group. Thus, it may be said that great men tend to make "great groups" in the sense that both major factors of group performanceproductivity and satisfaction of the members -are simultaneously increased. Conclusion. In general, the great man principle of group composition appears to have much to recommend it. Further study 5 should focus on testing some of the underlying assumptions of the various principles of group composition, especially in terms of the differential effect of the leadership structures on group performance.