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

doi:10.1016/S0747-5632(98)00019-3

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

Management Division (Great Valley)

Research output: Contribution to journal › Article › peer-review

54 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 language	English (US)
Pages (from-to)	491-511
Number of pages	21
Journal	Computers in Human Behavior
Volume	14
Issue number	3
DOIs	https://doi.org/10.1016/S0747-5632(98)00019-3
State	Published - Sep 7 1998

All Science Journal Classification (ASJC) codes

Arts and Humanities (miscellaneous)
Human-Computer Interaction
General Psychology

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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.",

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AU - Jung, D. I.

PY - 1998/9/7

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AB - 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.

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

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