The physiological costs of leadership in collective movements

Abstract

Individuals can gain substantial benefits from collective actions1-7. However, collective behaviours introduce new challenges, like coordinating actions, maintaining cohesion, and meeting the needs of different individuals. When making collective movements, leaders are typically thought to gain disproportionate benefits through the choice of more beneficial resources3 and/or earlier access to resources8. However, reaping these benefits can also have costs. Being at the front of a group can increase physical exertion4,9,10 and predation risk11,12. Moreover, ending up in a leadership position (i.e., at the front), is a process of negotiation in many animal groups. Within-group differences in directional preferences are typically resolved by some individuals initiating directional movements, after which they are either followed (if they are successful in leading) or return to the group (if they fail)13-30. By combining data on movement initiations (using whole-group GPS tracking31 and individual heart rate from implanted ECG loggers) in wild vulturine guineafowl, we found significant increases in heart rate (and decreases in heart rate variability) during collective movements. We found that attempting--and failing--to initiate directional movement was particularly costly, with the highest costs when consensus among group members was low and when individuals acted against the majority. Increases in heart rate and decreases in its variability can indicate physiological stress, entailing increased energy expenditure and long-term physiological damage. These results suggest that behaviours often thought beneficial to individuals (by influencing group behaviours) are also physiologically costly, representing a constraint on group-living and explaining why sometimes individuals opt out of contributing to leadership.