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Article 1: Piper, W. E., Jones, B. D., Lacroix, R., Marrache, M., & Richardsen, A. M. (1984). Pregroup interactions and bonding in small groups. Small Group Research, 15(1), 51-62.

Summary: This study experimentally varies conditions relating to the people with whom participants interacted prior to beginning a small learning group experience. Three conditions were established: participant-bonded, leader-bonded, and other-bonded. Rates of attending and remaining varied according to with whom participants interacted prior to the onset of the group; the best record was achieved in the participant-bonded condition.

The lowest rates of attending and remaining were obtained in the leader-bonded condition. For the purpose of retaining members early in the life of a group, preliminary leader-member interactions are judged to be relatively ineffective. The conditions examined were found to be unrelated to evaluations of participant learning. Perceived personal compatibility that arises from preliminary peer interactions may help a group retain membership, but does not necessarily assure learning or therapeutic change.

Article 2: Stephan, W. G. (2008). Psychological and communication processes associated with intergroup conflict resolution. Small Group Research, 39(1), 28-41.

Summary:  This article examines the nature of intergroup conflicts and some of the psychological and communication processes that can facilitate their resolution. It focuses specifically on conflicts between individual members of different social identity groups and elaborates on the differences between interpersonal and intergroup conflict resolution.

Article 3: Kotlyar, I., & Karakowsky, L. (2006). Leading conflict? Linkages between leader behaviors and group conflict. Small Group Research, 37(4), 377-403.

Summary: This article is intended to contribute to the creation of a theoretical framework for more fully assessing the nature of the relationship between leadership styles and group conflict. The authors report the results of a laboratory study conducted to assess the connection between leadership behaviors and the levels of cognitive and affective conflict generated in decision-making groups.

The findings support the assertion that differences in leadership behaviors can trigger different levels of cognitive and affective conflict among group members. Behaviors reflective of the transformational style of leadership demonstrated the greatest capacity to motivate group members to constructively debate ideas. However, in contrast to transactional and external leader behaviors, transformational leadership behaviors also showed a greater capacity for igniting affective conflict among group members.