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Mitman, G. (1990). Dominance, leadership, and aggression: animal behavior studies during the Second World War. J Hist Behav Sci, 26(1), 3–16.
Abstract: During the decade surrounding the Second World War, an extensive literature on the biological and psychological basis of aggression surfaced in America, a literature that in general emphasized the significance of learning and environment in the origins of aggressive behavior. Focusing on the animal behavior research of Warder Clyde Allee and John Paul Scott, this paper examines the complex interplay among conceptual, institutional, and societal forces that created and shaped a discourse on the subjects of aggression, dominance, and leadership within the context of World War II. The distinctions made between sexual and social dominance during this period, distinctions accentuated by the threat of totalitarianism abroad, and the varying ways that interpretations of behavior could be negotiated attests to the multiplicity of interactions that influence the development of scientific research.
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Amé, J. - M., Halloy, J., Rivault, C., Detrain, C., & Deneubourg, J. L. (2006). Collegial decision making based on social amplification leads to optimal group formation. Proc. Natl. Acad. Sci. U.S.A., 103(15), 5835–5840.
Abstract: Group-living animals are often faced with choosing between one or more alternative resource sites. A central question in such collective decision making includes determining which individuals induce the decision and when. This experimental and theoretical study of shelter selection by cockroach groups demonstrates that choices can emerge through nonlinear interaction dynamics between equal individuals without perfect knowledge or leadership. We identify a simple mechanism whereby a decision is taken on the move with limited information and signaling and without comparison of available opportunities. This mechanism leads to optimal mean benefit for group individuals. Our model points to a generic self-organized collective decision-making process independent of animal species.
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Mech L.D. (2000). Leadership in Wolf, Canis lupus, Packs. Can Field Nat, 114(2), 259–263.
Abstract: I examine leadership in Wolf (Canis lupus) packs based on published observations and data gathered during summers from 1986 to 1998 studying a free-ranging pack of Wolves on Ellesmere Island that were habituated to my presence. The breeding male tended to initiate activities associated with foraging and travel, and the breeding female to initiate, and predominate in, pup care and protection. However, there was considerable overlap and interaction during these activities such that leadership could be considered a joint function. In packs with multiple breeders, quantitative information about leadership is needed.
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Harcourt, J. L., Ang, T. Z., Sweetman, G., Johnstone, R. A., & Manica, A. (2009). Social feedback and the emergence of leaders and followers. Curr Biol, 19(3), 248–252.
Abstract: In many animal groups, certain individuals consistently appear at the forefront of coordinated movements [1-4]. How such leaders emerge is poorly understood [5, 6]. Here, we show that in pairs of sticklebacks, Gasterosteus aculeatus, leadership arises from individual differences in the way that fish respond to their partner's movements. Having first established that individuals differed in their propensity to leave cover in order to look for food, we randomly paired fish of varying boldness, and we used a Markov Chain model to infer the individual rules underlying their joint behavior. Both fish in a pair responded to each other's movements-each was more likely to leave cover if the other was already out and to return if the other had already returned. However, we found that bolder individuals displayed greater initiative and were less responsive to their partners, whereas shyer individuals displayed less initiative but followed their partners more faithfully; they also, as followers, elicited greater leadership tendencies in their bold partners. We conclude that leadership in this case is reinforced by positive social feedback.
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Krause Hoare, Hemelrijk, & Rubenstein. (2000). Leadership in fish shoals. Fish Fish, 1, 82–89.
Abstract: Leadership is not an inherent quality of animal groups that show directional locomotion. However, there are other factors that may be responsible for the occurrence of leadership in fish shoals, such as individual differences in nutritional state between group members. It appears that front fish have a strong influence on directional shoal movements and that individuals that occupy such positions are often characterised by larger body lengths and lower nutritional state. Potential interactions between the two factors and their importance for positioning within shoals need further attention. Initiation of directional movement in stationary shoals and position preferences in mobile shoals need to be addressed separately because they are potentially subject to different constraints. Individuals that initiate a swimming direction may not necessarily be capable of the sustained high swimming performance required to keep the front position or have the motivation to do so, for that matter. More empirical and theoretical work is necessary to look at the factors controlling positioning behaviour within shoals, as well as overall shoal shape and structure. Tracking of marked individuals whose positioning behaviour is monitored over extended time periods of hours or days would be useful. There is an indication that shoal positions are rotated by individuals according to their nutritional needs, with hungry fish occupying front positions only for as long as necessary to regain their nutritional balance. This suggests that shoal members effectively take turns at being leaders. There is a need for three-dimensional recordings of shoaling behaviour using high-speed video systems that allow a detailed analysis of information transfer in shoals of different size. The relationship between leadership and shoal size might provide an interesting field for future research. Most studies to date have been restricted to shoals of small and medium size and more information on larger shoals would be useful.
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Sueur, C., & Petit, O. (2008). Shared or unshared consensus decision in macaques? Behav. Process., 78(1), 84–92.
Abstract: Members of a social group have to make collective decisions in order to synchronise their activities. In a shared consensus decision, all group members can take part in the decision whereas in an unshared consensus decision, one individual, usually a dominant member of the group, takes the decision for the rest of the group. It has been suggested that the type of decision-making of a species could be influenced by its social style. To investigate this further, we studied collective movements in two species with opposed social systems, the Tonkean macaque (Macaca tonkeana) and the rhesus macaque (Macaca mulatta). From our results, it appears that the decision to move is the result of the choices and actions of several individuals in both groups. However, this consensus decision involved nearly all group members in Tonkean macaques whereas dominant and old individuals took a prominent role in rhesus macaques. Thus, we suggest that Tonkean macaques display equally shared consensus decisions to move, whereas in the same context rhesus macaque exhibit partially shared consensus decisions. Such a difference in making a collective decision might be linked to the different social systems of the two studied species.
Keywords: Collective movement; Decision-making; Leadership; Social style
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Faria, J. J., Dyer, J. R. G., Tosh, C. R., & Krause, J. (2010). Leadership and social information use in human crowds. Anim. Behav., 79(4), 895–901.
Abstract: One of the big challenges for group-living animals is to find out who in a group has pertinent information (regarding food or predators) at any moment in time, because informed individuals may not be obviously recognizable to other group members. We found that individuals in human groups were capable of identifying those with information, and this identification increased group performance: the speed and accuracy of groups in reaching a target. Using video analysis we found how informed individuals might have been identified by other group members by means of inadvertent social cues (such as starting order, time spent following and group position). Furthermore, we were able to show that at least one of these cues, the group position of informed individuals, was indeed correlated with group performance. Our final experiment confirmed that leadership was even more efficient when the group members were given the identity of the leader. We discuss the effect of information status regarding the presence and identity of leaders on collective animal behaviour.
Keywords: collective animal behaviour; group; human; inadvertent social cue; information; leadership
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Kurvers, R. H. J. M., Eijkelenkamp, B., van Oers, K., van Lith, B., van Wieren, S. E., Ydenberg, R. C., et al. (2009). Personality differences explain leadership in barnacle geese. Anim. Behav., 78(2), 447–453.
Abstract: Personality in animal behaviour describes the observation that behavioural differences between individuals are consistent over time and context. Studies of group-living animals show that movement order among individuals is also consistent over time and context, suggesting that some individuals lead and others follow. However, the relationship between leadership and personality traits is poorly studied. We measured several personality traits and leadership of individual barnacle geese, Branta leucopsis. We measured body size and scored the dominance of individuals living in a stable group situation before subjecting them to an open-field test, an activity test, a novel-object test, and a leadership test in which the order of the movement of individuals in pairs towards a feeding patch was scored. We found high repeatability for activity and novel-object scores over time. Leadership was strongly correlated with novel-object score but not with dominance rank, activity or exploration in an open field. These results provide evidence that leadership is closely related to some aspects of personality. Interestingly, an individual's arrival at the food patch was affected not only by the novel-object score of the focal individual, but also by the novel-object score of the companion individual, indicating that movement patterns of individuals living in groups are affected by the personality traits of other group members and suggesting that movement patterns of a group may be shaped by the mix of personality types present in the group.
Keywords: barnacle goose; boldness; Branta leucopsis; group behaviour; leadership; personality
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De Cremer, D., & van Dijk, E. (2008). Leader--Follower Effects in Resource Dilemmas: The Roles of Leadership Selection and Social Responsibility. Group Processes Intergroup Relations, 11(3), 355–369.
Abstract: Previous research on the allocation of scarce resources shows that when people are assigned labels of leader or follower in their group, leaders allocate more of the scarce resources to themselves than followers do. In three laboratory studies, we examine the idea that how people are selected for the leader role (i.e. election or appointment) determines whether leaders take more or equal shares (relative to followers) from a common resource. In a first experiment, we show that participants were more accepting of norm violating behavior by an appointed versus elected leader. In a second experiment, we show that when participants were assigned to a leader or follower role, allocations of appointed leaders differed significantly from those of elected leaders and followers, whereas there was no difference between the two latter conditions. Moreover, elected leaders were shown to feel more social responsibility than both appointed leaders and followers. In a final experiment, we show that when participants were primed with the concept of social responsibility (relative to a neutral condition) no difference in allocations between appointed and elected leaders emerged.
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Jacobs, A., Maumy, M., & Petit, O. (2008). The influence of social organisation on leadership in brown lemurs (Eulemur fulvus fulvus) in a controlled environment. Behav. Process., 79(2), 111–113.
Abstract: Studies on leadership during group movements in several lemur species showed that females were responsible for the travelling choices concerning time and direction. Interestingly, in these species females are dominant over males. We investigated the influence of social organisation upon leadership processes by studying a lemur species in which social organisation is characterized by the absence of female dominance: the brown lemur (Eulemur fulvus fulvus). The study was conducted on a semi-free ranging group of 11 individuals and the analysis performed on 69 group movements showed that all the individuals could initiate a group movement. In 34 cases, the whole group moved. There was no significant difference in the number of start attempts or in the number of group members involved from one initiator to another. Moreover, there was no effect of sex or age of the initiator on the number of individuals following it or on the speed of the joining process. Therefore, the leadership observed is widely distributed to all group members. These results support the hypothesis of an influence of social organisation upon the decision-making processes but still remain to be studied in a more relevant ecological context.
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