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	Author	Mech L.D.
	Title	Leadership in Wolf, Canis lupus, Packs.			Type	Journal Article
	Year	2000	Publication	Canadian Field-Naturalist	Abbreviated Journal	Can Field Nat
	Volume	114	Issue	2	Pages	259-263
	Keywords	Wolf, Canis lupus, leadership, behavior, foraging, movements, pup care, provisioning, sociality, reproduction, breeding, Northwest Territories.
	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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	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
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	Series Volume		Series Issue		Edition
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	Area		Expedition		Conference
	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	4688
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	Author	Anderson, W.D.; Summers, C.H.
	Title	Neuroendocrine Mechanisms, Stress Coping Strategies, and Social Dominance: Comparative Lessons about Leadership Potential			Type	Journal Article
	Year	2007	Publication	The ANNALS of the American Academy of Political and Social Science	Abbreviated Journal	Ann Am Acad Polit Soc Sci
	Volume	614	Issue	1	Pages	102-130
	Keywords	social dominance – authoritarian – Five Factor Model – neurochemistry – neurotransmitters – leadership
	Abstract	The authors examine dominance and subordination in the social psychology, political science, and biology literatures. Using Summers and Winberg (2006) as a guide, the authors suggest that extreme dominance or subordination phenotypes--including social dominance orientation and right-wing authoritarianism--are determined by an organism's genetic predispositions, motivations, stress responses, and long-term hormone release and uptake states. The authors offer hypotheses about the likely neurochemical profiles for each of these extreme dominance and subordination phenotypes and suggest two designs that begin to test these hypotheses.
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	Corporate Author				Thesis
	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
	Series Editor		Series Title		Abbreviated Series Title
	Series Volume		Series Issue		Edition
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	Area		Expedition		Conference
	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	4699
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	Author	Gabris, G.T.; Ihrke, D.M.
	Title	No End to Hierarchy: Does Rank Make a Difference in Perceptions of Leadership Credibility?			Type	Journal Article
	Year	2007	Publication	Administration Society	Abbreviated Journal	Admin. Soc.
	Volume	39	Issue	1	Pages	107-123
	Keywords	hierarchy; leadership; credibility; culture; bureaucracy
	Abstract	This article investigates whether authority hierarchy still serves as an important factor influencing employee perceptions toward organizational roles and expected behavior. Results of a study in a federal agency suggest that hierarchy does serve as a significant force influencing employee attitudes toward leadership roles, contrary to the notion that hierarchy will diminish in importance over time. Hierarchy remains a crucial structural force in public organizations and is unlikely to wither away.
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	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
	Series Editor		Series Title		Abbreviated Series Title
	Series Volume		Series Issue		Edition
	ISSN		ISBN		Medium
	Area		Expedition		Conference
	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	4804
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	Author	De Cremer, D.; van Dijk, E.
	Title	Leader--Follower Effects in Resource Dilemmas: The Roles of Leadership Selection and Social Responsibility			Type	Journal Article
	Year	2008	Publication	Group Processes Intergroup Relations	Abbreviated Journal
	Volume	11	Issue	3	Pages	355-369
	Keywords	followers, leadership selection, resource allocations, resource dilemmas, social responsibility
	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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	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
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	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	4805
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	Author	Dyer, J.R.G.; Johansson, A.; Helbing, D.; Couzin, I.D.; Krause, J.
	Title	Leadership, consensus decision making and collective behaviour in humans			Type	Journal Article
	Year	2009	Publication	Philosophical Transactions of the Royal Society B: Biological Sciences	Abbreviated Journal	Phil. Trans. Biol. Sci.
	Volume	364	Issue	1518	Pages	781-789
	Keywords	* leadership * consensus decision making * collective behaviour * human group
	Abstract	This paper reviews the literature on leadership in vertebrate groups, including recent work on human groups, before presenting the results of three new experiments looking at leadership and decision making in small and large human groups. In experiment 1, we find that both group size and the presence of uninformed individuals can affect the speed with which small human groups (eight people) decide between two opposing directional preferences and the likelihood of the group splitting. In experiment 2, we show that the spatial positioning of informed individuals within small human groups (10 people) can affect the speed and accuracy of group motion. We find that having a mixture of leaders positioned in the centre and on the edge of a group increases the speed and accuracy with which the group reaches their target. In experiment 3, we use large human crowds (100 and 200 people) to demonstrate that the trends observed from earlier work using small human groups can be applied to larger crowds. We find that only a small minority of informed individuals is needed to guide a large uninformed group. These studies build upon important theoretical and empirical work on leadership and decision making in animal groups.
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	Corporate Author				Thesis
	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
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	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	5122
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	Author	Sueur, C.; Petit, O.
	Title	Shared or unshared consensus decision in macaques?			Type	Journal Article
	Year	2008	Publication	Behavioural Processes	Abbreviated Journal	Behav. Process.
	Volume	78	Issue	1	Pages	84-92
	Keywords	Collective movement; Decision-making; Leadership; Social style
	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.
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	Corporate Author				Thesis
	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
	Series Editor		Series Title		Abbreviated Series Title
	Series Volume		Series Issue		Edition
	ISSN	0376-6357	ISBN		Medium
	Area		Expedition		Conference
	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	5129
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	Author	Stueckle, S.; Zinner, D.
	Title	To follow or not to follow: decision making and leadership during the morning departure in chacma baboons			Type	Journal Article
	Year	2008	Publication	Animal Behaviour.	Abbreviated Journal	Anim. Behav.
	Volume	75	Issue	6	Pages	1995-2004
	Keywords	chacma baboon; collective movement; consensus; decision making; leadership; Papio hamadryas ursinus
	Abstract	To benefit from group living, group members need to keep the group cohesive by coordinating time and direction of travelling. Self-organization and leadership are two means of coordination and two types of decision can be made on the group level: combined and consensus. We studied the initiation process of group movements during the morning departure of a group of chacma baboons, Papio hamadryas ursinus, from its sleeping site in De Hoop Nature Reserve, South Africa. Findings from other female-bonded primate groups led us to hypothesize that females should play a major role in the decision-making process. Approximately 75% of the adults made a start attempt, with 62 of 92 attempts being by males. There was no sex difference in the probability of being successful when initiating an attempt. Lactating females initiated fewer than pregnant or cycling females. Thus, at least for this group of chacma baboons, leadership appeared to be distributed and the decision about the timing of departure and travel direction seemed to be a partially shared consensus decision with adult males contributing more to the decision outcome, with a slightly more prominent role of the dominant male. Our results do not support the [`]leading females' hypothesis. No behavioural patterns that might serve as specialized signals leading to a more successful recruitment of other group members were observed. The departure process appeared to be coordinated merely through individuals setting an example by moving off.
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	Corporate Author				Thesis
	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
	Series Editor		Series Title		Abbreviated Series Title
	Series Volume		Series Issue		Edition
	ISSN	0003-3472	ISBN		Medium
	Area		Expedition		Conference
	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	5130
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	Author	Kurvers, R.H.J.M.; Eijkelenkamp, B.; van Oers, K.; van Lith, B.; van Wieren, S.E.; Ydenberg, R.C.; Prins, H.H.T.
	Title	Personality differences explain leadership in barnacle geese			Type	Journal Article
	Year	2009	Publication	Animal Behaviour.	Abbreviated Journal	Anim. Behav.
	Volume	78	Issue	2	Pages	447-453
	Keywords	barnacle goose; boldness; Branta leucopsis; group behaviour; leadership; personality
	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.
	Address
	Corporate Author				Thesis
	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
	Series Editor		Series Title		Abbreviated Series Title
	Series Volume		Series Issue		Edition
	ISSN	0003-3472	ISBN		Medium
	Area		Expedition		Conference
	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	5172
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	Author	Bonanni, R.; Cafazzo, S.; Valsecchi, P.; Natoli, E.
	Title	Effect of affiliative and agonistic relationships on leadership behaviour in free-ranging dogs			Type	Journal Article
	Year	2010	Publication	Animal Behaviour.	Abbreviated Journal	Anim. Behav.
	Volume	79	Issue	5	Pages	981-991
	Keywords	affiliative relationship; agonistic dominance; Canis lupus familiaris; consensus costs; consensus decisions; domestic dog; formal dominance; individual variation in leadership
	Abstract	Consensus decisions about the nature and timing of group activities allow animals to maintain group cohesiveness, but also entail costs because individuals often differ with respect to their optimal activity budgets. Two mechanisms whereby animals reach a consensus include ‘consistent leadership’, in which a single dominant individual makes the decision, and ‘variable leadership’ in which several group members contribute to the decision outcome. Sharing of consensus decisions is expected to reduce consensus costs to most group members. Both patterns are thought to emerge from the complexity of social relationships of group members. We investigated the distribution of leadership during group departures in two packs of free-ranging dogs, Canis lupus familiaris, and tested how its distribution between individuals was affected by dominance rank-related affiliative and agonistic relationships. Although leadership was not entirely concentrated on a single group member, both packs had a limited number of habitual leaders. In the largest pack, the pattern of leadership changed from ‘variable’ to nearly ‘consistent’ after its size had shrunk. Habitual leaders were usually old and high-ranking individuals. However, high-ranking dogs that received affiliative submissions in greeting ceremonies were more likely to lead than dominant dogs receiving submissions only in agonistic contexts. During resting times, habitual followers associated more closely with habitual leaders than with other followers. These results suggest that in social species collective movements may arise from the effort of subordinates to maintain close proximity with specific valuable social partners.
	Address
	Corporate Author				Thesis
	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
	Series Editor		Series Title		Abbreviated Series Title
	Series Volume		Series Issue		Edition
	ISSN	0003-3472	ISBN		Medium
	Area		Expedition		Conference
	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	5177
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	Author	Faria, J.J.; Dyer, J.R.G.; Tosh, C.R.; Krause, J.
	Title	Leadership and social information use in human crowds			Type	Journal Article
	Year	2010	Publication	Animal Behaviour.	Abbreviated Journal	Anim. Behav.
	Volume	79	Issue	4	Pages	895-901
	Keywords	collective animal behaviour; group; human; inadvertent social cue; information; leadership
	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.
	Address
	Corporate Author				Thesis
	Publisher		Place of Publication		Editor
	Language		Summary Language		Original Title
	Series Editor		Series Title		Abbreviated Series Title
	Series Volume		Series Issue		Edition
	ISSN	0003-3472	ISBN		Medium
	Area		Expedition		Conference
	Notes				Approved	no
	Call Number	Equine Behaviour @ team @			Serial	5192
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