Argumentativeness: Its effect in group decision‐making and its role in leadership perception

Abstract

Using perceived group leaders trained to argue for an extreme position, this study examined the function and influence of argumentativeness on leadership perception, leadership maintenance, and decision‐making in the small group. The data suggest that degree of argumentativeness influences perceptions of leadership, with the highly or extremely argumentative individual chosen over the moderate or mildly argumentative individual. Highly argumentative individuals were also rated as more influential on the group's decision. Extremely argumentative individuals, though downgraded in group ratings on “Influence,” were found to have had a disproportionate influence on the group's decision. Implications for small group communication research are discussed.

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