This study seeks to better understand different forms of leadership across non-WEIRD (Western, Educated, Industrialized, Rich, and Democratic) societies, and tests evolutionary theories regarding the qualities of leaders, their functions, and the costs and benefits they incur and provide as a part of their leadership. The authors assess the various aspects of leaders and leadership by coding 109 dimensions of leadership as represented in eHRAF World Cultures, using the Probability Sample Files, comprised on 60 cultures. By assessing the prevalence of each of these dimensions in the various cultures under consideration, the authors were able to ascertain some largely universal characteristics of leaders: that they 1) were judged intelligent and knowledgeable; 2) resolved conflicts; and 3) received material and social benefits. They also found that other dimensions varied by considerably group context (e.g., kin group leaders tended to be older), subsistence strategy (e.g., hunter-gatherer leaders tend to lack coercive authority), and gender (e.g., female leaders are more associated with family contexts). Further analyses showed that followers and leaders both benefited from leadership, and that shamans constitute a new brand of leader that both utilizes prestige and dominance in order to effectively rule.

This study seeks to better understand different forms of leadership across non-WEIRD (Western, Educated, Industrialized, Rich, and Democratic) societies, and tests evolutionary theories regarding the qualities of leaders, their functions, and the costs and benefits they incur and provide as a part of their leadership. The authors assess the various aspects of leaders and leadership by coding 109 dimensions of leadership as represented in eHRAF World Cultures, using the Probability Sample Files, comprised on 60 cultures. By assessing the prevalence of each of these dimensions in the various cultures under consideration, the authors were able to ascertain some largely universal characteristics of leaders: that they 1) were judged intelligent and knowledgeable; 2) resolved conflicts; and 3) received material and social benefits. They also found that other dimensions varied by considerably group context (e.g., kin group leaders tended to be older), subsistence strategy (e.g., hunter-gatherer leaders tend to lack coercive authority), and gender (e.g., female leaders are more associated with family contexts). Further analyses showed that followers and leaders both benefited from leadership, and that shamans constitute a new brand of leader that both utilizes prestige and dominance in order to effectively rule.

This study seeks to better understand different forms of leadership across non-WEIRD (Western, Educated, Industrialized, Rich, and Democratic) societies, and tests evolutionary theories regarding the qualities of leaders, their functions, and the costs and benefits they incur and provide as a part of their leadership. The authors assess the various aspects of leaders and leadership by coding 109 dimensions of leadership as represented in eHRAF World Cultures, using the Probability Sample Files, comprised on 60 cultures. By assessing the prevalence of each of these dimensions in the various cultures under consideration, the authors were able to ascertain some largely universal characteristics of leaders: that they 1) were judged intelligent and knowledgeable; 2) resolved conflicts; and 3) received material and social benefits. They also found that other dimensions varied by considerably group context (e.g., kin group leaders tended to be older), subsistence strategy (e.g., hunter-gatherer leaders tend to lack coercive authority), and gender (e.g., female leaders are more associated with family contexts). Further analyses showed that followers and leaders both benefited from leadership, and that shamans constitute a new brand of leader that both utilizes prestige and dominance in order to effectively rule.

This study seeks to better understand different forms of leadership across non-WEIRD (Western, Educated, Industrialized, Rich, and Democratic) societies, and tests evolutionary theories regarding the qualities of leaders, their functions, and the costs and benefits they incur and provide as a part of their leadership. The authors assess the various aspects of leaders and leadership by coding 109 dimensions of leadership as represented in eHRAF World Cultures, using the Probability Sample Files, comprised on 60 cultures. By assessing the prevalence of each of these dimensions in the various cultures under consideration, the authors were able to ascertain some largely universal characteristics of leaders: that they 1) were judged intelligent and knowledgeable; 2) resolved conflicts; and 3) received material and social benefits. They also found that other dimensions varied by considerably group context (e.g., kin group leaders tended to be older), subsistence strategy (e.g., hunter-gatherer leaders tend to lack coercive authority), and gender (e.g., female leaders are more associated with family contexts). Further analyses showed that followers and leaders both benefited from leadership, and that shamans constitute a new brand of leader that both utilizes prestige and dominance in order to effectively rule.

This study seeks to better understand different forms of leadership across non-WEIRD (Western, Educated, Industrialized, Rich, and Democratic) societies, and tests evolutionary theories regarding the qualities of leaders, their functions, and the costs and benefits they incur and provide as a part of their leadership. The authors assess the various aspects of leaders and leadership by coding 109 dimensions of leadership as represented in eHRAF World Cultures, using the Probability Sample Files, comprised on 60 cultures. By assessing the prevalence of each of these dimensions in the various cultures under consideration, the authors were able to ascertain some largely universal characteristics of leaders: that they 1) were judged intelligent and knowledgeable; 2) resolved conflicts; and 3) received material and social benefits. They also found that other dimensions varied by considerably group context (e.g., kin group leaders tended to be older), subsistence strategy (e.g., hunter-gatherer leaders tend to lack coercive authority), and gender (e.g., female leaders are more associated with family contexts). Further analyses showed that followers and leaders both benefited from leadership, and that shamans constitute a new brand of leader that both utilizes prestige and dominance in order to effectively rule.

Researchers tested four models of leadership for qualities and correlates that could predict the transmission of leadership cross-culturally. Researchers sampled 60 societies from the Probability Sample Files, coding for 24 variables. Support was found for the prevalence of the collective action model and the prestige model, with a lack of support found for the dominance leadership model.

Researchers tested four models of leadership for qualities and correlates that could predict the transmission of leadership cross-culturally. Researchers sampled 60 societies from the Probability Sample Files, coding for 24 variables. Support was found for the prevalence of the collective action model and the prestige model, with a lack of support found for the dominance leadership model.

Researchers tested four models of leadership for qualities and correlates that could predict the transmission of leadership cross-culturally. Researchers sampled 60 societies from the Probability Sample Files, coding for 24 variables. Support was found for the prevalence of the collective action model and the prestige model, with a lack of support found for the dominance leadership model.

Researchers tested four models of leadership for qualities and correlates that could predict the transmission of leadership cross-culturally. Researchers sampled 60 societies from the Probability Sample Files, coding for 24 variables. Support was found for the prevalence of the collective action model and the prestige model, with a lack of support found for the dominance leadership model.

The present study attempts to replicate the Ember, Ember, and Russett (1992) worldwide finding that fighting rarely occurs between democracies in a sample of eastern African societies. Following the earlier study, the authors considered internal warfare to be an analog of international warfare and measures of political participation analogous to democracy. The researchers also explore if there is an association between political participation and committing atrocities. Contrary to past findings, internal warfare was not predicted by the same set of variables as the 1992 study, but there is an inverse relationship between committing atrocities and political participation. However, when additional variables were added, internal warfare was significantly predicted by less political participation.