The Identification of Visible, Concealed, and Symbolic Leaders in a Small Indiana City: A Replication of the Bonjean-Noland Study of Burlington, North Carolina

The method used by Bonjean and Noland in the identification of visible, concealed, and symbolic leaders in Burlington, North Carolina, is replicated in a study of a small Indiana city. The results confirm the usefulness of the method. In the replication the technique succeeds remarkably well in identifying the three types of leaders. It also reveals patterned differences between the three categories of leaders in the two cities. A study of community leadership in Burlington, North Carolina recently reported by Charles M. Bonjean showed that the leaders reputed to be of highest influence made many substantially different choices of leaders than lower ranking leaders.' Those persons receiving a significantly higher rank position from top ranking leaders than from lower ranking leaders were designated concealed leaders. These concealed leaders were so named because it was believed that their influence was greater than was recognized among most leaders and the general community. Those persons receiving a significantly higher rank position from the lower ranking leaders than given by the top ranking leaders were designated synbolic leaders. The symbolic leaders probably did not wield as much influence as the lower ranking leaders and the comminunity at large believed they did. Visible leaders were so designated when both top and lower ranking leaders agreed that these leaders exerted approximately the same influence. These visible leaders were believed to play roles in the community that were perceived and known by the community at large. Bonjean and Noland were able to show that various characteristics coul(l be associated with each type of leader. The basic assumptions underlying the study are that (1) top ranking leaders can be identified by the reputational technique and that (2) the choices made by those of most influence, i.e., the key leaders, are the most accurate assessments of the community influence of individual persons. The key leaders are men who are themselves presumed to be "in" on more of the important decisions, and who know the relative influence of top leaders because of their greater access to decision-making processes and their relatively longer observations of most community leaders. These assumptions are logically sound and there is much evidence to demonstrate that they conform to many actual community settings.2 The controversy with the issue method of leadership identification will not be reopened.3 The significant question is whether the Bonjean-Noland technique and their three leadership types promise to add new power and 1 Charles M. Bonjean, "Community Leadership: A Case Study and Conceptual Refinement," American Joutrnal of Sociology, 47 (May 1963), pp. 672681. Professor Bonjean developed his research as a doctoral student under the direction of Professor E. William Noland at the University of North Carolina. 2 Delbert C. Miller, "Decision-Making Cliques in Community Power Structures: A Comparative Study for an American and an English City," Amiterican Joi.trmwl of Sociology, 54 (November