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 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.

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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.