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Johns Hopkins University Press


Investigated is the relationship between the leadership behaviors of RAs and effectiveness assessments provided by their constituents (N = 1,304 ), supervisors (N = 5 ), and themselves (N = 333 ). Significant and consistent patterns emerge, with the RAs most frequently engaged in leadership practices viewed as most effective.


Copyright © 1993 The Johns Hopkins University Press. This article first appeared in Journal of College Student Development 34:4 (1993), 300-304. Reprinted with permission by Johns Hopkins University Press.



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