EFFECTS OF LEADERSHIP STYLE AND PROBLEM STRUCTURE ON WORK GROUP PROCESS AND OUTCOMES IN AN ELECTRONIC MEETING SYSTEM ENVIRONMENT

EFFECTS OF LEADERSHIP STYLE AND PROBLEM STRUCTURE ON WORK GROUP PROCESS AND OUTCOMES IN AN... Organizations are increasingly utilizing electronic meeting systems to enhance work group process and outcomes. Because leadership is a key group attribute, it is important to examine how behaviors of leaders influence work groups using electronic meeting systems. Results of a laboratory experiment indicated that (a) Participants made more supportive remarks under a consultative form of participative leadership than directive leadership; (b) Participants proposed more solutions and made fewer critical remarks for a fairly structured problem than for a moderately structured problem; (c) Participative leadership was more conducive to proposal of solutions for a moderately structured problem, while directive leadership was more conducive for a fairly structured problem; and (d) Frequency of solution proposals in turn affected group productivity and satisfaction. Implications for personnel practitioners and research on leadership in electronic meeting environments are presented. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Psychology Wiley

EFFECTS OF LEADERSHIP STYLE AND PROBLEM STRUCTURE ON WORK GROUP PROCESS AND OUTCOMES IN AN ELECTRONIC MEETING SYSTEM ENVIRONMENT

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Publisher
Wiley
Copyright
Copyright © 1997 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0031-5826
eISSN
1744-6570
D.O.I.
10.1111/j.1744-6570.1997.tb00903.x
Publisher site
See Article on Publisher Site

Abstract

Organizations are increasingly utilizing electronic meeting systems to enhance work group process and outcomes. Because leadership is a key group attribute, it is important to examine how behaviors of leaders influence work groups using electronic meeting systems. Results of a laboratory experiment indicated that (a) Participants made more supportive remarks under a consultative form of participative leadership than directive leadership; (b) Participants proposed more solutions and made fewer critical remarks for a fairly structured problem than for a moderately structured problem; (c) Participative leadership was more conducive to proposal of solutions for a moderately structured problem, while directive leadership was more conducive for a fairly structured problem; and (d) Frequency of solution proposals in turn affected group productivity and satisfaction. Implications for personnel practitioners and research on leadership in electronic meeting environments are presented.

Journal

Personnel PsychologyWiley

Published: Mar 1, 1997

References

  • Social motivation
    Geen, Geen
  • Path‐goal theory of leadership
    House, House; Mitchell, Mitchell
  • The effects of group attitudes toward alternative GDSS designs on the decision‐making performance of computer‐supported groups
    Sambamurthy, Sambamurthy; Chin, Chin

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