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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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Kawamura, S. (1967). Aggression as studied in troops of Japanese monkeys. UCLA Forum Med Sci, 7, 195–223.
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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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Hrdy, S. B. (1974). Male-male competition and infanticide among the langurs (Presbytis entellus) of Abu, Rajasthan. Folia Primatol (Basel), 22(1), 19–58.
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Hinde, R. A. (1969). Analyzing the roles of the partners in a behavioral interaction--mother-infant relations in rhesus macaques. Ann N Y Acad Sci, 159(3), 651–667.
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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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Gilbert, B. K., & Hailman, J. P. (1966). Uncertainty of leadership-rank in fallow deer. Nature, 209(5027), 1041–1042.
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Gabris, G. T., & Ihrke, D. M. (2007). No End to Hierarchy: Does Rank Make a Difference in Perceptions of Leadership Credibility? Admin. Soc., 39(1), 107–123.
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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Feist, J. D., & McCullough, D. R. (1975). Reproduction in feral horses. J Reprod Fertil Suppl, (23), 13–18.
Abstract: A behavioural study of feral horses was conducted on the Pryor Mountain Wild Horse Range in the western United States. All 270 horses on the Range were identified individually. The sex ratio was nearly balanced. Foal to adult female ratio was 43-2:100. Morality was concentrated among foals and old horses. Horses were organized as forty-four harem groups each with a dominant stallion, one to two immature stallions, one to three immature mares, one to three adult mares and their yearling and foal offspring, and 23 bachelor groups of one to eight stallions. Harem groups were quite stable year-round because of dominance and leadership by the stallions and group fidelity by mares and their offsring. Most changes occurred during the breeding season and involved immature females. Defeat of dominant stallions was infrequent. Immature males were tolerated because of their submissive behaviour. Bachelor stallion groups were inherently unstable. Mares came into heat after foaling in May/June, and were mated by harem stallions only.
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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.
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