Effects of leadership style, anonymity, and rewards on creativity-relevant processes and outcomes in an electronic meeting system context

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

Research output: Contribution to journalArticle

177 Scopus citations

Abstract

Thirty-nine student groups participated in a laboratory experiment conducted to study the effects of leadership style (transactional vs. transformational), anonymity (identified vs. anonymous interaction), and rewards (individual vs. group) on creativity-relevant group processes and outcomes in two decision-making tasks supported by an electronic meeting system (EMS). Evidence for social loafing was observed, i.e., anonymity led to lower participation and cooperation in the group rewards condition relative to the individual rewards condition. Further analysis revealed that social loafing was confined to the transactional leadership condition. Corresponding to the social loafing effect, anonymity led to lower group efficacy and satisfaction with the task and higher originality of solutions in the group rewards condition relative to the individual rewards condition. Transactional leadership was associated with greater group efficacy and solution originality than transformational leadership. Anonymity moderated the effects of leadership on group efficacy and satisfaction with the task; transactional leadership was associated with higher group efficacy and satisfaction with the task in the identified condition only.

Original languageEnglish (US)
Pages (from-to)499-524
Number of pages26
JournalLeadership Quarterly
Volume14
Issue number4-5
DOIs
StatePublished - Oct 21 2003

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management

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