Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment

John J. Sosik, Bruce J. Avolio, Surinder S. Kahai

Research output: Contribution to journalArticle

237 Citations (Scopus)

Abstract

A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.

Original languageEnglish (US)
Pages (from-to)89-101
Number of pages13
JournalJournal of Applied Psychology
Volume82
Issue number1
StatePublished - Feb 1 1997

Fingerprint

Creativity
Students

All Science Journal Classification (ASJC) codes

  • Applied Psychology

Cite this

@article{02e80ffbdb8443f89d608cb48aeca81c,
title = "Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment",
abstract = "A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.",
author = "Sosik, {John J.} and Avolio, {Bruce J.} and Kahai, {Surinder S.}",
year = "1997",
month = "2",
day = "1",
language = "English (US)",
volume = "82",
pages = "89--101",
journal = "Journal of Applied Psychology",
issn = "0021-9010",
publisher = "American Psychological Association Inc.",
number = "1",

}

Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment. / Sosik, John J.; Avolio, Bruce J.; Kahai, Surinder S.

In: Journal of Applied Psychology, Vol. 82, No. 1, 01.02.1997, p. 89-101.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment

AU - Sosik, John J.

AU - Avolio, Bruce J.

AU - Kahai, Surinder S.

PY - 1997/2/1

Y1 - 1997/2/1

N2 - A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.

AB - A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.

UR - http://www.scopus.com/inward/record.url?scp=0031490116&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0031490116&partnerID=8YFLogxK

M3 - Article

AN - SCOPUS:0031490116

VL - 82

SP - 89

EP - 101

JO - Journal of Applied Psychology

JF - Journal of Applied Psychology

SN - 0021-9010

IS - 1

ER -