Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations
The effectiveness of decision-making teams depends largely on their ability to integrate and make sense of information. Consequently, teams which more often use majority decision-making may make better quality decisions, but particularly so when they also have task representations which emphasize th...
| Main Authors: | , |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
Frontiers Media S.A.
2021-06-01
|
| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2021.519295/full |
| _version_ | 1819013985156988928 |
|---|---|
| author | Michaéla C. Schippers Diana C. Rus |
| author_facet | Michaéla C. Schippers Diana C. Rus |
| author_sort | Michaéla C. Schippers |
| collection | DOAJ |
| description | The effectiveness of decision-making teams depends largely on their ability to integrate and make sense of information. Consequently, teams which more often use majority decision-making may make better quality decisions, but particularly so when they also have task representations which emphasize the elaboration of information relevant to the decision, in the absence of clear leadership. In the present study we propose that (a) majority decision-making will be more effective when task representations are shared, and that (b) this positive effect will be more pronounced when leadership ambiguity (i.e., team members’ perceptions of the absence of a clear leader) is high. These hypotheses were put to the test using a sample comprising 81 teams competing in a complex business simulation for seven weeks. As predicted, majority decision-making was more effective when task representations were shared, and this positive effect was more pronounced when there was leadership ambiguity. The findings extend and nuance earlier research on decision rules, the role of shared task representations, and leadership clarity. |
| first_indexed | 2024-12-21T02:08:38Z |
| format | Article |
| id | doaj.art-73457f60ae4e4837b6c77a585998ce26 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-12-21T02:08:38Z |
| publishDate | 2021-06-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-73457f60ae4e4837b6c77a585998ce262022-12-21T19:19:25ZengFrontiers Media S.A.Frontiers in Psychology1664-10782021-06-011210.3389/fpsyg.2021.519295519295Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task RepresentationsMichaéla C. Schippers0Diana C. Rus1Department of Technology and Operations Management, Rotterdam School of Management, Erasmus University, Rotterdam, NetherlandsDepartment of Organizational Psychology, Faculty of Behavioural and Social Sciences, University of Groningen, Groningen, NetherlandsThe effectiveness of decision-making teams depends largely on their ability to integrate and make sense of information. Consequently, teams which more often use majority decision-making may make better quality decisions, but particularly so when they also have task representations which emphasize the elaboration of information relevant to the decision, in the absence of clear leadership. In the present study we propose that (a) majority decision-making will be more effective when task representations are shared, and that (b) this positive effect will be more pronounced when leadership ambiguity (i.e., team members’ perceptions of the absence of a clear leader) is high. These hypotheses were put to the test using a sample comprising 81 teams competing in a complex business simulation for seven weeks. As predicted, majority decision-making was more effective when task representations were shared, and this positive effect was more pronounced when there was leadership ambiguity. The findings extend and nuance earlier research on decision rules, the role of shared task representations, and leadership clarity.https://www.frontiersin.org/articles/10.3389/fpsyg.2021.519295/fullgroup decision-makingdecision rulesshared task representationsleadership ambiguityteam performance |
| spellingShingle | Michaéla C. Schippers Diana C. Rus Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations Frontiers in Psychology group decision-making decision rules shared task representations leadership ambiguity team performance |
| title | Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations |
| title_full | Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations |
| title_fullStr | Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations |
| title_full_unstemmed | Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations |
| title_short | Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations |
| title_sort | majority decision making works best under conditions of leadership ambiguity and shared task representations |
| topic | group decision-making decision rules shared task representations leadership ambiguity team performance |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2021.519295/full |
| work_keys_str_mv | AT michaelacschippers majoritydecisionmakingworksbestunderconditionsofleadershipambiguityandsharedtaskrepresentations AT dianacrus majoritydecisionmakingworksbestunderconditionsofleadershipambiguityandsharedtaskrepresentations |