Task interdependence,temporal phase,and cognitive heterogeneity as determinants of leadership behavior and behavior-performance relations

Three situational variables, task interdependence, temporal phase, and cognitive heterogeneity were hypothesized to affect the occurrence of leadership behavior and to moderate the relation between leadership behavior and performance. Results from a laboratory study of problem solving in four-person groups indicated that leadership behaviors which promote coordination were more frequent and were more highly correlated with performance on tasks with high interdependence. Phase related changes in the amount and the instrumentality of behavior were generally nonsignificant. The cognitive heterogeneity of group members bore an inconsistent relation to behavior and performance. Heterogeneity on a reflective/active dimension was negatively related to amount of leadership behavior and to performance; whereas heterogeneity on an abstract/concrete dimension was positively related to behavior and performance. Both dimensions exhibited significant moderating effects on the relation of one behavior (developing orientation) to performance.