Informal Leadership and Inclusion in an Informal Subgroup of Managers and Group Effectiveness

This study considered: (1) the role manager’s inclusion in an informal subgroup within work groups plays in their informal leadership and (2) direct and indirect connections of informal leadership of managers with group social effectiveness and performance effectiveness. Forty-nine work groups (<i>N</i> = 290 employees) participated. The study was conducted using the GROUP PROFILE (GP) computer program (Sidorenkov &amp; Pavlenko, 2015), which included questionnaires for measuring informal leadership, PE and SE, as well as a formalized algorithm for identifying informal subgroups within a work group, integrated with the corresponding questionnaires.23-28-00099