Computer-Supported Work Group Potency and Effectiveness: The Role of Transformational Leadership, Anonymity, and Task Interdependence

John J. Sosik, B. J. Avolio, S. S. Kahai, D. I. Jung

Research output: Contribution to journalArticle

50 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)491-511
Number of pages21
JournalComputers in Human Behavior
Volume14
Issue number3
DOIs
StatePublished - Sep 7 1998

All Science Journal Classification (ASJC) codes

  • Arts and Humanities (miscellaneous)
  • Human-Computer Interaction
  • Psychology(all)

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