Facilitating information exchange in small decision-making groups

The present study examined the effects of several conditions on the information flow during unstructured discussion in small groups. We build on the experimental work of Stasser and his colleagues on information sampling. The results of their research suggest that groups often fail to exchange information effectively. Three experiments with a 2×2 factorial design were set up to look for conditions that could facilitate the exchange of unshared information in particular. In a first study, we replicated the experiment of Stasser and Titus (1987). The main results of the original study were confirmed; additional discussion content analysis of video-recorded material made further differentiation possible. Apart from the mere mentioning of items during discussion, the reactions to and the repetition of the items were analysed. In the second experiment we introduced partially shared information and we made group members aware of the unique information that they can contribute. In the third experiment the nature of the task was manipulated and an attempt was made to prevent an information bias in favour of decision-supporting items. Conditions that significantly enhance the dissemination of unshared information were found. An empirical basis was gathered so that the guidelines for effective information sampling as they were laid down by Stasser (1992) could be reformulated.     

The shared leadership process in decision-making teams

The present study examined the process of shared leadership in 45 ad hoc decision-making teams. Each team member's leadership behavior (n = 180) was assessed by behaviorally coding videotapes of the teams' discussions. The within-team patterns of leadership behavior were examined using cluster analysis. Results indicated that the likelihood of a team experiencing a full range of leadership behavior increased to the extent that multiple team members shared leadership, and that teams with shared leadership experienced less conflict, greater consensus, and higher intragroup trust and cohesion than teams without shared leadership. This study supports previous findings that shared leadership contributes to overall team functioning, and begins to delineate the extent to which team members may naturally share leadership.     

Some effects of time-pressure on vertical structure and decision-making accuracy in small groups

Eighteen four-person groups were given a decision-making task to perform in one of three time-pressure conditions—3 min, 5 min, and 15 min (high, moderate, and low time-pressure, respectively). Observers recorded the number of times each group member communicated to other group members and to the group as a whole. As predicted, there were significant and strong effects of time-pressure on vertical structuring within the groups. Specifically, groups in the high time-pressure condition shared air-time less equally than did groups in the low time-pressure condition. Furthermore, group members in the high time-pressure condition reported more salient leadership than did group members in the low time-pressure condition. Finally, consistent with contingency theory, there was some evidence to indicate that unequal sharing of air-time was associated with low intermember attraction in the low time-pressure groups, but there was no such relationship for the high time-pressure groups. The decision-accuracy data showed some significant quadratic trends, but no effects of time-pressure on indices of efficiency. The vertical structuring findings were interpreted in terms of social expectations about how to behave under time-pressure, whereas the decision-accuracy findings were interpreted within a performance-arousal perspective.     

Narcissistic leadership in psychotherapy groups

Narcissistic leaders in groups are capable of impeding progress of their patients and, at worst, can produce iatrogenic effects. Significant interferences may occur when the therapist is unable to tolerate the expression of negative transferences and when they need to be idealized by their patients. The rare therapist who is a malignant narcissist is capable of inflicting severe damage by sadistically exploiting the group to satisfy his or her own pathological needs. Less severe interferences consist of inhibition in making transference interpretations, reluctance to seek out training or supervision, and a difficulty in protecting patients against being scapegoated as a result of the displacement of negative feelings toward the therapist onto a member. The universality of these issues among therapists is discussed and possible remediation is proposed.     

Socialized charismatic leadership, values congruence, and deviance in work groups

The authors conducted a field study to investigate the relationship between socialized charismatic leadership and deviance in work groups. Because socialized charismatic leaders are thought to play an ethical leadership role, the authors hypothesized that the socialized charismatic leadership style would be associated with reduced deviance in the leader's work group. This prediction was supported for both the interpersonal and the organizational dimensions of deviance. Next, the authors examined the mediating role of values congruence. The results were partially supportive of the values congruence mediating hypothesis. Implications for future research and for management are discussed.     

Bullying in work groups: The impact of leadership

The aim of this study is to examine whether and how laissez‐faire, transformational, and authentic leadership styles are related to the occurrence of bullying in work groups. It is hypothesized that the investigated leadership styles have direct associations, as well as indirect associations through group cohesion and safety perceptions, with indicators of bullying among subordinates. Using a cross‐sectional survey design, the variables were assessed in a randomly selected sample comprising 594 seafarers from two Norwegian shipping companies. Laissez‐faire leadership was associated with an increased risk of exposure to bullying behavior, self‐labeled victimization from bullying, and perpetrated bullying. Transformational leadership and authentic leadership were related to decreased risk of exposure to bullying behavior. Authentic leadership contributed to the variance in bullying beyond laissez‐faire and transformational leadership. Analyses of indirect effects showed that the association between transformational leadership and bullying was fully mediated through safety perceptions, whereas a partial indirect association through safety perceptions was found for authentic leadership. This study makes a significant contribution to the literature by providing evidence for how leadership styles predict workplace bullying. The findings highlight the importance of recruiting, developing, and training leaders who promote both positive psychological capacities and positive perceptions among their subordinates.