Computer-supported work group potency and effectiveness: The role of transformational leadership, anonymity, and task interdependence

被引：42

作者：

Sosik, JJ ^{[1
]}

Avolio, BJ

Kahai, SS

Jung, DI

机构：

[1] Penn State Univ, Great Valley Sch Grad Profess Studies, Dept Management & Org, Malvern, PA 19355 USA

[2] SUNY Binghamton, Ctr Leadership Studies, Binghamton, NY 13902 USA

[3] San Diego State Univ, Dept Management, San Diego, CA 92182 USA

来源：

COMPUTERS IN HUMAN BEHAVIOR | 1998年 / 14卷 / 03期

关键词：

work groups; leadership; anonymity; task interdependence;

D O I：

10.1016/S0747-5632(98)00019-3

中图分类号：

B84 [心理学];

学科分类号：

04 ; 0402 ;

摘要：

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 x Task Interdependence interaction effect on group potency, and a Leadership Style x 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. (C) 1998 Elsevier Science Ltd. All rights reserved.

引用

页码：491 / 511

页数：21

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