Comparison of Endocrine Response to Stress Between Captive-Raised and Wild-Caught Bighorn Sheep

Stress hormones in Rocky Mountain bighorn sheep (Ovis canadensis canadensis), produced in response to environmental changes, road development, or high population density, may impact their immune systems to a threshold level that predisposes them to periodic, large-scale mortality. We compared the stress response to a novel environmental situation and repeated handling between bighorn sheep born and raised in captivity (CR) and bighorn sheep born in the wild (WC) and brought into captivity. We measured plasma epinephrine, norepinephrine, cortisol, and fecal glucocorticoid metabolites (FGM). Three weeks after each group’s arrival we used a one-time drop-net event to elicit an acute stress response, and we collected blood samples from each sheep over 35 minutes, as well as one fecal sample. We collected blood and fecal samples from both groups on 7 other occasions over the subsequent 6 months. We also collected fecal samples from the pen at approximately 24-hour intervals for 3 days following every handling event to monitor the stress response to handling. We found that CR sheep had a stronger autonomic nervous system response than WC sheep, as measured by epinephrine and norepinephrine levels, but we found a very similar hypothalamic–pituitary–adrenal axis (HPA) response, measured by cortisol levels, to the acute stress event of a drop-net restraint. We also found that once the WC sheep had acclimated, as indicated by the return to the initial baseline FGM levels within 12 weeks, the CR and WC groups’ HPA responses to sampling events were not significantly different from one another. Fecal samples can provide a noninvasive mechanism for managers to monitor baseline FGM for a given herd. Using long-term monitoring of FGM rather than values from a single point in time may allow managers to correlate these levels to outside influences on the herd and better understand the impacts of management changes, population density, or increased human developments on the health of the sheep population.

When the Romance is Over: Follower Perspectives of Aversive Leadership

While leadership is indisputably one of the most pervasive topics in our society, the vast majority of existing research has focused on leadership as a positive force. Taking a follower- centric approach to the study of leadership, we integrate research on the Romance of Leadership and the dark side of leadership by examining followers’ perceptions of aversive leadership in the context of public high schools. Although Meindl, Ehrlich, and Dukerich (1985) demonstrated that the Romance of Leadership also includes the overattribution of negative outcomes to leaders, subsequent research has failed to explore the implications of this potentially darker side of romanticizing leaders. Specifically, we examine perceptions of principals’ aversive leadership and traditional affective, behavioral, and performance outcomes of followers in a sample of 342 dyads. Followers assessed their principals’ leadership behaviors and self-rated their levels of job satisfaction, self-efficacy, and resistance, while principals assessed their followers’ citizenship behaviors, complaining behaviors, and job performance. Results show that perceptions of aversive leadership are positively related to follower resistance and negatively related to followers’ job satisfaction. In addition, a usefulness analysis revealed that follower-rated variables were significantly related to perceptions of aversive leadership above and beyond leader-rated variables, suggesting that the relationship between negative outcomes and aversive leadership may be more constructed than real. In sum, the tendency to romanticize leadership may also lead to a proclivity to readily misattribute or overattribute blame to leadership as a convenient scapegoat for negative outcomes. Alors que le leadership est incontestablement l’un des thèmes les plus envahissants de notre société, la grande majorité des recherches existantes a porté sur le leadership en tant que force positive. En adoptant une approche centrée sur le suiveur dans l’étude du leadership, nous examinant la perception qu’ont les collaborateurs du leadership insupportable dans le contexte des lycées publics. Quoique Meindl, Ehrlich, et Dukerich (1985) aient montré que la Romance du Leadership inclut aussi la surattribution de résultats négatifs aux leaders, les recherches ultérieures ont méconnu les implications de cet aspect potentiellement plus sombre des leaders idylliques. Nous analysons en particulier sur un échantillon de 342 dyades la perception du leadership répulsif du proviseur et les résultats habituels des collaborateurs en rapport avec l’affectivité, le comportement et les performances. Les collaborateurs ont noté les comportements de leadership de leur proviseur et auto-évalué leur niveau de satisfaction au travail, d’efficience et de résistance, alors que les proviseurs appréciaient les conduites de citoyenneté et de revendication, ainsi que la performance professionnelle. Les résultats montrent que la perception du leadership répulsif est Positivement reliée à la résistance du suiveur et négativement à sa satisfaction professionnelle. En outre, une analyse des plus fructueuses a révélé que les variables évaluées par les collaborateurs étaient significativement en relation avec la perception du leadership répulsif, bien plus qu’avec les variables évaluées par les leaders, ce qui indique que la relation entre les résultats médiocres et le leadership négatif serait plus construite que réelle. Au total, le penchant à l’idéalisation du leadership peut aussi bien conduire à une propension à trop facilement condamner à tort et à travers le leadership qu’à la désignation d’un bouc émissaire tout trouvé pour expliquer de mauvais résultats.