Group leadership and shared task representations in decision making groups

2012 ◽  
Vol 23 (1) ◽  
pp. 94-106 ◽  
Author(s):  
Wendy P. van Ginkel ◽  
Daan van Knippenberg
Keyword(s):  
Decision Making ◽  
Shared Task ◽  
Group Leadership ◽  
Shared Task Representations ◽  
Task Representations

scholarly journals Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations

2021 ◽  
Vol 12 ◽  
Author(s):  
Michaéla C. Schippers ◽  
Diana C. Rus
Keyword(s):  
Decision Making ◽  
Decision Rules ◽  
Business Simulation ◽  
Shared Task ◽  
Team Members ◽  
Majority Decision ◽  
Shared Task Representations ◽  
Task Representations ◽  
Positive Effect

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.

You Are Right!

2017 ◽  
Vol 64 (6) ◽  
pp. 406-412 ◽  
Author(s):  
Kerstin Dittrich ◽  
Lydia Puffe ◽  
Karl Christoph Klauer
Keyword(s):  
Spatial Compatibility ◽  
Shared Task ◽  
Left Response ◽  
Spatial Response ◽  
Spatial Alignment ◽  
The Social ◽  
The Right ◽  
Response Coding ◽  
Shared Task Representations ◽  
Task Representations

Abstract. In the social Simon task, two participants perform a spatial compatibility task together, each of them responding to only one stimulus (e.g., one participant reacts to red, the other to green stimuli). Participants show joint spatial compatibility effects (SCEs), that is, they respond faster when their go-stimulus appears on their half of the screen. Effects are absent when the same go/no-go task is performed without a coactor. Joint SCEs were originally explained in terms of shared task representations, but recent research suggests that effects result from spatial response coding: in joint go/no-go tasks, participants perceive themselves as the right/left participant operating a right/left response key. While previous research showed that the spatial alignment of keys and seats influences the effect, the present research demonstrates that merely instructing participants to be the right/left participant operating a right/left response key instead of labeling participants and keys with arbitrary numbers substantially increases joint SCEs.

scholarly journals The Influence of Group Leadership, Groupthink, and Tacit Knowledege in Group Decision Making: Case Groups Supervised by KSPPS Baytul Ikhtiar

2017 ◽  
Vol 1 (4) ◽  
pp. 495
Author(s):  
Aisyah Zahara ◽  
Sarwititi Sarwoprasodjo ◽  
Hamzah Hamzah
Keyword(s):  
Decision Making ◽  
Tacit Knowledge ◽  
Group Decision Making ◽  
Group Decision ◽  
Negative Influence ◽  
Positive Influence ◽  
Group Leadership ◽  
Group Situation ◽  
Leadership Group ◽  
The Subject

Desicion making is the process of choosing alternative among several alternatives and can  be influence by many factors. Decision making can be happen on individual situation or group situation. The purposes of this research are: (1) to analyze the influence of group leadership on group decision making, (2) to analyze the influence of groupthink on group decision making, and (3) to analyze the influence of tacit knowledge on group decision making.  This is an explanatory research using quantitaive approach supported by qualitative data with the total of respondents 30 groups. The subject of this research are the groups under supervise BMT Koperasi Baytul Ikhtiar (BAIK) located in Kecamatan Ciampea, Kabupaten Bogor. The technique analysis using regression test. The results of this research shows that there are a negative influence between groupthink on group decision making. Also there are a positive influence between tacit knowledge on group decision making.Keywords : groupthink, group leadership, group decision making, tacit knowledge===================================================ABSTRAKPengambilan keputusan adalah proses pemilihan alternatif dari berbagai alternatif-alternatif yang ada dan dipengaruhi berbagai faktor. Pengambilan keputusan dapat terjadi pada individu maupun kelompok. Tujuan penelitian ini adalah untuk: (1) menganalisis pengaruh kepemimpinan kelompok terhadap pengambilan keputusan, (2) menganalisis pengaruh groupthink terhadap pengambilan keputusan, dan (3) menganalisis pengaruh pengetahuan tacit terhadap pengambilan keputusan. Jenis penelitian ini adalah explanatory serta menggunakan pendekatan kuantitatif yang didukung oleh data kualitatif dengan responden sebanyak 30 kelompok. Subjek penelitian ini adalah kelompok-kelompok binaan BMT Koperasi Baytul Ikhtiar (BAIK) yang berlokasi di Kecamatan Ciampea, Kabupaten Bogor. Teknik analisis yang digunakan adalah uji regresi. Hasil penelitian menunjukkan bahwa terdapat pengaruh negatif groupthink terhadap pengambilan keputusan. Lalu terdapat pengaruh positif pengetahuan tacit terhadap pengambilan keputusan.Kata Kunci : groupthink, kepemimpinan kelompok, pengambilan keputusan kelompok, pengetahuan tacit

Why National Movements Compete, Fight, and Win

Rebel Power ◽  
2017 ◽  
Author(s):  
Peter Krause
Keyword(s):  
Decision Making ◽  
Group Behavior ◽  
Structure Theory ◽  
Group Leadership ◽  
Dominant Group ◽  
Individual Group ◽  
Group Incentives ◽  
Movement Dynamics ◽  
National Movements ◽  
Movement Structure

This chapter discusses the different strengths, challenges, and potential extensions of the Movement Structure Theory (MST). In MST, the key distinction is the number of significant groups, which determines whether the movement is internally competitive or noncompetitive. This aspect of movement structure drives group incentives and movement dynamics, which together drive group behavior and movement outcome. Alliances have comparatively little impact. In an alliance, individuals are generally loyal to their groups first. Individual group leadership maintains ultimate decision-making power, even if groups agree to try to coordinate certain actions. The power concentrated in a single alliance is therefore far less cohesive in organization, coherent in action, and stable in alignment than a single group. These factors make a movement with a unifying alliance somewhat different from a fragmented movement with no such ties but very different from a hegemonic movement with a single dominant group.

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