In the eye of the beholder? An eye-tracking experiment on emergent leadership in team interactions

Feasibility of virtual reality and machine learning to assess personality traits in an organizational environment

Introduction

Personality plays a crucial role in shaping an individual's interactions with the world. The Big Five personality traits are widely used frameworks that help describe people's psychological behaviours. These traits predict how individuals behave within an organizational setting.

Methods

In this article, we introduce a virtual reality (VR) strategy for relatively scoring an individual's personality to evaluate the feasibility of predicting personality traits from implicit measures captured from users interacting in VR simulations of different organizational situations. Specifically, eye-tracking and decision-making patterns were used to classify individuals according to their level in each of the Big Five dimensions using statistical machine learning (ML) methods. The virtual environment was designed using an evidence-centered design approach.

Results

The dimensions were assessed using NEO-FFI inventory. A random forest ML model provided 83% accuracy in predicting agreeableness. A k-nearest neighbour ML model provided 75%, 75%, and 77% accuracy in predicting openness, neuroticism, and conscientiousness, respectively. A support vector machine model provided 85% accuracy for predicting extraversion. These analyses indicated that the dimensions could be differentiated by eye-gaze patterns and behaviours during immersive VR.

Discussion

Eye-tracking measures contributed more significantly to this differentiation than the behavioural metrics. Currently, we have obtained promising results with our group of participants, but to ensure the robustness and generalizability of our findings, it is imperative to replicate the study with a considerably larger sample. This study demonstrates the potential of VR and ML to recognize personality traits.

The influence of President Trump's micro-expressions during his COVID-19 national address on viewers' emotional response

This preregistered study replicates and extends studies concerning emotional response to wartime rally speeches and applies it to U.S. President Donald Trump's first national address regarding the COVID-19 pandemic on March 11, 2020. We experimentally test the effect of a micro-expression (ME) by Trump associated with appraised threat on change in participant self-reported distress, sadness, anger, affinity, and reassurance while controlling for followership. We find that polarization is perpetuated in emotional response to the address which focused on portraying the COVID-19 threat as being of Chinese provenance. We also find a significant, albeit slight, effect by Trump's ME on self-reported sadness, suggesting that this facial behavior served did not diminish his speech, instead serving as a form of nonverbal punctuation. Further exploration of participant response using the Linguistic Inventory and Word Count software reinforces and extends these findings.

A dual mobile eye tracking study on natural eye contact during live interactions

Human eyes convey a wealth of social information, with mutual looks representing one of the hallmark gaze communication behaviors. However, it remains relatively unknown if such reciprocal communication requires eye-to-eye contact or if general face-to-face looking is sufficient. To address this question, while recording looking behavior in live interacting dyads using dual mobile eye trackers, we analyzed how often participants engaged in mutual looks as a function of looking towards the top (i.e., the Eye region) and bottom half of the face (i.e., the Mouth region). We further examined how these different types of mutual looks during an interaction connected with later gaze-following behavior elicited in an individual experimental task. The results indicated that dyads engaged in mutual looks in various looking combinations (Eye-to-eye, Eye-to-mouth, and Mouth-to-Mouth) but proportionately spent little time in direct eye-to-eye gaze contact. However, the time spent in eye-to-eye contact significantly predicted the magnitude of later gaze following response elicited by the partner's gaze direction. Thus, humans engage in looking patterns toward different face parts during interactions, with direct eye-to-eye looks occurring relatively infrequently; however, social messages relayed during eye-to-eye contact appear to carry key information that propagates to affect subsequent individual social behavior.

Espoused implicit leadership and followership theories and emergent workplace relations: a factorial survey

Previous research on implicit leadership and followership theories (ILTs/IFTs) and interpersonal congruence thereof has primarily focused on preexisting, vertical leader-follower dyads. This study explores interpersonal congruence of ILTs/IFTs at earliest stages of emergent workplace relations in which formal leader and follower roles are not preassigned. We suggest that ILTs/IFTs, when espoused to others, have sorting effects in the social marketplace of organizations toward adaptive workplace relations. We introduce the notion of espoused ILTs/IFTs (i.e., assumptions about leaders and followers that someone claims to have and articulates to others) and examine how congruence of self- and other-espoused ILTs/IFTs facilitates the initiation and emergence of lateral workplace relations in a 'New Work' design (i.e., job sharing). Results of an experimental study show that interpersonal congruence in espoused ILTs/IFTs drives attraction to a job sharing partner consistently across different types (ILTs vs. IFTs) and valences (prototypes vs. antiprototypes). While ILTs and IFTs have a similarly strong attraction effect when shared by self and other, the effect of prototype congruence is significantly larger than the effect of antiprototype congruence. The findings encourage leadership scholars to study ILTs/IFTs in a broader range of expression than hitherto and make practitioners aware of similarity biases in the formation of flexible work arrangements.

Letting leaders spontaneously emerge yields better creative outcomes and higher leader-follower interbrain synchrony during creative group communication

This study aimed to investigate how the ways leaders arise (appointed vs. emergent) affect the leader-follower interaction during creative group communication. Hyperscanning technique was adopted to reveal the underlying interpersonal neural correlates using functional near-infrared spectroscopy. Participants were assigned into 3-person groups to complete a creative problem-solving task. These groups were randomly split into conditions of appointed (condition A) and emergent (condition E) leaders. Creative group outcomes were better in condition E, accompanied by more frequent perspective-taking behaviors between leaders and followers. The interpersonal brain synchronization (IBS) increment for leader-follower pairs was significantly higher at the right angular gyrus (rAG), between the rAG and the right supramarginal gyrus (rSMG), and between the right middle temporal gyrus and the right motor cortex in condition E and positively correlated with perspective-taking behaviors between leaders and followers. The graph-based analysis showed higher nodal betweenness of the rAG and the rSMG in condition E. These results indicated the neural coupling of brain regions involved in mentalizing, semantic processing and motor imagery may underlie the dynamic information transmission between leaders and followers during creative group communication.

Combining Virtual Reality and Machine Learning for Leadership Styles Recognition

The aim of this study was to evaluate the viability of a new selection procedure based on machine learning (ML) and virtual reality (VR). Specifically, decision-making behaviours and eye-gaze patterns were used to classify individuals based on their leadership styles while immersed in virtual environments that represented social workplace situations. The virtual environments were designed using an evidence-centred design approach. Interaction and gaze patterns were recorded in 83 subjects, who were classified as having either high or low leadership style, which was assessed using the Multifactor leadership questionnaire. A ML model that combined behaviour outputs and eye-gaze patterns was developed to predict subjects' leadership styles (high vs low). The results indicated that the different styles could be differentiated by eye-gaze patterns and behaviours carried out during immersive VR. Eye-tracking measures contributed more significantly to this differentiation than behavioural metrics. Although the results should be taken with caution as the small sample does not allow generalization of the data, this study illustrates the potential for a future research roadmap that combines VR, implicit measures, and ML for personnel selection.

How social context impacts the emergence of leadership structures

In leadership research, it has proven useful to understand leadership as a relational phenomenon and to conceptualize leadership structures as networks of leader-member ties. Currently, research further highlights the dynamic nature of these structures and examines their emergence in more detail to uncover the underlying mechanisms. In this literature, emergence is conceptualized as social exchange in teams and investigated experimentally. This paper argues that by doing so, the influence of social context has been neglected. I draw on findings from broader tie-formation research to substantiate the influence of social context and to tackle the conceptual shortcoming. Drawing on this rich literature, I identify eight mechanisms that explain in detail how four dimensions of social context ( Culture, Social Networks, Population Characteristics, and Opportunity Patterns) shape the formation of leader-member ties. Finally, I derive 13 propositions based on these mechanisms. These propositions, on the one hand, provide solid starting points for further empirical research. On the other hand, they indicate that the underexposure of social context has led to an overly positive picture of emergent leadership in the current literature. They suggest that much more often than assumed so far, the wrong people become and remain leaders.

Physiological linkage among successful high-status women in international teams

In contemporary society, decisions are often made by teams whose members represent different nationalities and genders. In the current work, participants from 55 countries formed groups of 3 to 4 people to select one of the 5 firms in a mock firm search. In all groups, one woman was randomly assigned to have higher status than her groupmates; she was also surreptitiously instructed to persuade her group to select one (randomly assigned) firm. We measured cardiac interbeat intervals for participants throughout the decision-making process to assess physiological linkage—the degree to which a ‘sender’s’ physiological response predicts a ‘receiver’s’ physiological response at a subsequent time interval. On average, high-status women were successful at persuasion. The physiological responses of successful high-status women were also predicted by the responses of their female groupmates: stronger linkage to female group members during the task was associated with success at persuading the group. Successful high-status women were also perceived as more persuasive than others in the group. This work shows that the link between status and successful persuasion generalizes to women among heterogeneous international teams. It also suggests that attention to others—often associated with physiological linkage—may be useful in persuading others during decision-making.

Combining Virtual Reality and Organizational Neuroscience for Leadership Assessment

In this article, we introduce three-dimensional Serious Games (3DSGs) under an evidence-centered design (ECD) framework and use an organizational neuroscience-based eye-tracking measure to capture implicit behavioral signals associated with leadership skills. While ECD is a well-established framework used in the design and development of assessments, it has rarely been utilized in organizational research. The study proposes a novel 3DSG combined with organizational neuroscience methods as a promising tool to assess and recognize leadership-related behavioral patterns that manifest during complex and realistic social situations. We offer a research protocol for assessing task- and relationship-oriented leadership skills that uses ECD, eye-tracking measures, and machine learning. Seamlessly embedding biological measures into 3DSGs enables objective assessment methods that are based on machine learning techniques to achieve high ecological validity. We conclude by describing a future research agenda for the combined use of 3DSGs and organizational neuroscience methods for leadership and human resources.

Same talk, different reaction? Communication, emergent leadership and gender

Purpose

We investigate the role of gender in linking communicative acts that occur in the interactions of self-managed teams to emergent leadership. Specifically, this study presents a framework that differentiates between agentic and communal task- and relations-oriented communication as predictors of emergent leadership, and it hypothesizes that men and women do not differ in what they say but do differ in how they are rewarded (i.e. ascribed informal leadership responsibilities) for their statements.

Design/methodology/approach

Interaction coding was used to capture the meeting communication of 116 members of 41 self-managed teams.

Findings

Men and women exhibited the same amount of agentic and communal task- and relations-oriented communication and were equally likely to emerge as leaders. However, men experienced an emergent leadership advantage when engaging in agentic and communal task-oriented behaviors. Agentic and communal relations-oriented behaviors did not predict emergent leadership.

Research limitations/implications

The findings imply that theories could be more precise in differentiating between objective behaviors (i.e. actor perspective) and perceptions thereof (i.e. observer perspective) to understand why women experience a disadvantage in assuming leadership roles.

Practical implications

Although women displayed the same verbal behaviors as men, they experienced different consequences. Organizations can provide unconscious bias training programs, which help increase employees' self-awareness of a potential positive assessment bias toward men's communication.

Originality/value

This research utilizes an innovative, fine-grained coding approach to gather data that add to previous studies showing that, unlike men, women experience a disadvantage in terms of emergent leadership ascriptions when they deviate from stereotypically expected behavior.

The influence of performing gesture type on interpersonal musical timing, and the role of visual contact and tempo

Bodily gestures play an important role in the communication of expressive intentions between humans. Music ensemble performance, as an outstanding example of nonverbal human communication, offers an exemplary context to study and understand the gestural control and communication of these expressive intentions. An important mechanism in music ensemble performance is the anticipation and control of interpersonal timing. When performing, musicians are involved in a complex system of mutual adaptation which is not completely understood so far. In this study, we investigated the role of performers' gestures in the mediation process of interpersonal timing in a dyad performance. Therefore, we designed an experiment in which we controlled for the use of hand and arm movements in a musical task, in which dyads were asked to synchronously tap out a melody. Next to their comfortable/natural way of tapping, we instructed participants to either perform pronounced expressive hand and arm gestures in between successive taps, or to restrict from any overt body movement. In addition, we looked at effects of visual contact (yes/no) and tempo (slow: 50 beats per minute; fast: 100 beats per minute). The results show that performers' gestures improve interpersonal musical timing, in terms of the consistency and accuracy of onset asynchronies, and of the variability of produced inter-onset intervals. Interestingly, we found that the use of expressive gestures, in regard to comfortable/natural movements, add to these positive timing effects, but only when there is visual contact and at the slow tempo. In addition, we found that the type of gestures employed by musicians may modulate leader-follower dynamics. Together, these findings are explained by human anticipation mechanisms facilitated by gesturing, shedding new light on the principles underlying human communication of expressive intentions, through music.

Observing Pictures and Videos of Creative Products: An Eye Tracking Study

The paper offers insights into people’s exploration of creative products shown on a computer screen within the overall task of capturing artifacts’ original features and functions. In particular, the study presented here analyzes the effects of different forms of representations, i.e., static pictures and videos. While the relevance of changing stimuli’s forms of representation is acknowledged in both engineering design and human-computer interaction, scarce attention has been paid to this issue hitherto when creative products are in play. Six creative products have been presented to twenty-eight subjects through either pictures or videos in an Eye-Tracking-supported experiment. The results show that major attention is paid by people to original product features and functional elements when products are displayed by means of videos. This aspect is of paramount importance, as original shapes, parts, or characteristics of creative products might be inconsistent with people’s habits and cast doubts about their rationale and utility. In this sense, videos seemingly emphasize said original elements and likely lead to their explanation/resolution. Overall, the outcomes of the study strengthen the need to match appropriate forms of representation with different design stages in light of the needs for designs’ evaluation and testing user experience.

Does stress affect nonverbal engagement in teams? A case study in professional team sport

Purpose

Team effectiveness is often predicated by a group’s ability to communicate. However, the effect of stress response on communication success, particularly nonverbal engagement, and how this might affect team performance, is not clear; a “phenomenon” this study sought to explore.

Design/methodology/approach

This was an observational study in a cohort of professional rugby players. Participants gave presentations to their peers on two separate occasions during a “live-in” camp designed to have psychologically stressful elements. Presentations were video recorded and audience engagement was measured. Testosterone and cortisol were used as biomarkers of stress response, with a high testosterone–cortisol ratio considered positive. A team training session followed the presentations and participants were rated for training quality.

Findings

A small decline in testosterone was observed each day after waking. Conversely, cortisol rose after waking, with the rise being the highest on the first day. A decline in testosterone–cortisol ratio was also seen each day after waking; the decline was greatest on the first day. Presentation duration and audience engagement was greatest for the second presentation; when the testosterone-cortisol ratio decline and the cortisol increase after waking was smaller. Training quality was also better that day. Pooled data revealed a moderate inverse relationship and weak positive relationships for audience engagement with post-meeting cortisol and post-meeting testosterone–cortisol ratio, respectively. Training quality was related to testosterone and testosterone–cortisol ratio, but inversely related to cortisol.

Originality/value

This study suggests that in stressful conditions, as suggested by an awakening hormone response, communication and team performance could become compromised with reduced ability to engage with others.

Advancing Teams Research: What, When, and How to Measure Team Dynamics Over Time

Teams are complex and dynamic entities that face constant changes to their team structures and must simultaneously work to meet and adapt to the varying situational demands of their environment (Kozlowski and Ilgen, 2006). Agencies, industries, and government institutions are currently placing greater attention to the influence on team dynamics and teamwork as they are important to key organizational outcomes. Due to increased emphasis being placed upon the understanding the maturation of team dynamics, the incorporation of efficient methodological tools to understand how teams are being measured over time becomes critical. Thus, the purpose of this paper is to present a review of relevant academic articles detailing the science behind methodological tools and general approaches to study team dynamics over time. We provide an overview of the methodological tools used to understand team dynamics with accordance to specific temporal elements. Drawing from Kozlowski et al. (1999) process model of team development, we highlight relevant emergent team constructs within each stage. As well, for each stage, we discuss the what and how to measure team dynamics. Our analyses bring to light relevant, novel and complex approaches being used by researchers to examine specific constructs within different team developmental phases (e.g., agent-based simulations, computational modeling) and the importance of transitioning from a single source methodology approach. Implications and future research are also discussed.

Tracking the Leader: Gaze Behavior in Group Interactions

Can social gaze behavior reveal the leader during real-world group interactions? To answer this question, we developed a novel tripartite approach combining (1) computer vision methods for remote gaze estimation, (2) a detailed taxonomy to encode the implicit semantics of multi-party gaze features, and (3) machine learning methods to establish dependencies between leadership and visual behaviors. We found that social gaze behavior distinctively identified group leaders. Crucially, the relationship between leadership and gaze behavior generalized across democratic and autocratic leadership styles under conditions of low and high time-pressure, suggesting that gaze can serve as a general marker of leadership. These findings provide the first direct evidence that group visual patterns can reveal leadership across different social behaviors and validate a new promising method for monitoring natural group interactions.

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Leadership shapes gaze dynamics during real-world human group interactions

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Social gaze behavior distinctively identifies group leaders

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Identification generalizes across leadership styles and situational conditions

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Gaze can serve as a general marker of leadership

Women Who Emerge as Leaders in Temporarily Assigned Work Groups: Attractive and Socially Competent but Not Babyfaced or Naïve?

The underrepresentation of women in top positions has been in the spotlight of research for decades. Prejudice toward female leaders, which decreases women's chances of emerging as leaders, has been discussed as a potential reason. Aiming to investigate the underlying mechanisms of this prejudice, we focused on the question of how facial characteristics might influence women's leadership emergence. Because other research has related ascribed social competence and ascribed naïveté to attractiveness and babyfacedness, respectively, we hypothesized that ascribed social competence would mediate the impact of ascribed attractiveness on leadership emergence and that ascribed naïveté would mediate the impact of ascribed babyfacedness on leadership emergence. In a pilot study, we analyzed data from 101 participants of a women's leadership contest held in 2015 in Germany. We then confirmed these results in a methodologically improved main study on other women who participated in the contest in one of two other years: 2016 and 2017 (N = 195). Women applied to participate in the contest by recording their answers to several questions in a video interview. In the contest, they were assigned to teams of about ten women each and worked on several assessment-center-like tasks. After each task, each member of each team nominated the three women they believed showed the best leadership potential in their group. We operationalized women's leadership emergence as the number of nominations received. We measured participants' facial attractiveness, babyfacedness, social competence, and naïveté by having raters follow a specifically developed rating manual to rate the answers the women gave in the video interviews. In both studies, the results indicated that women with higher ascribed facial attractiveness had higher ascribed social competence, which significantly predicted leadership emergence in the contest. Likewise, women with higher ascribed babyfacedness had higher ascribed naïveté, which significantly, albeit only slightly, negatively predicted leadership emergence. We discuss the implications of the results for personnel selection.