Abstract
Organizational researchers and practitioners have become interested in exploring relations between drivers of group potency and effectiveness in computer-mediated environments. The authors conducted a longitudinal experiment to examine effects of leadership style, anonymity, and task interdependence on group potency and effectiveness of 36 undergraduate student work groups performing two creativity tasks using a group decision support system. Results indicated main effects of leadership style on group potency and effectiveness, a Leadership Style×Task Interdependence interaction effect on group potency, and a Leadership Style×Anonymity interaction effect on group effectiveness. These results are consistent with theories of computer-aided work groups and group potency and effectiveness and suggest directions for future research.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
