The effects of timing of leaders' opinions on problem-solving groups: a field experiment

Article Abstract:

The way in which group problem-solving performance was affected by the timing of leaders' opinions was examined. Nineteen residence hall teams from a university were asked to develop solutions to two problems associated with resident life. The problems had no clear alternatives, required quickness in resolution, were similar to real problems, and they did not blame any particular factor. The results indicated that the teams with leaders who delayed stating their opinions produced considerably more alternative solutions, and the solutions were more feasible and had more potential for adoption.

Group problem solving

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Signaling participation through relational communication: a test of the leader interpersonal influence model

Article Abstract:

A study which investigated leaders' skill at molding communication styles to enhance the effectiveness of problem-solving in small groups involved the participation of 112 college students. Research results indicate that there are two significant communicator styles: supportiveness and dominance. Results also show that successful leaders display a broader range of communicator styles than unsuccessful leaders. Additionally, results demonstrate that directive leaders showed high levels of dominance, while participative leaders demonstrated high levels of supportiveness and dominance.

Interpersonal communication, Decision-making, Group, Group decision making

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Leader communication style: a test of average versus vertical dyad linkage models

Article Abstract:

Within and between analysis methods are used to find whether the communication styles of leaders are different or the same with all of their subordinates. The average and vertical dyad linkage models were used to test the two methods, with it found that an evaluative dimension of communicator style was most closely related to the average or group-level model. It was also found that a dynamic dimension was closely related only to a special null condition, and that both dimensions of communicator style were strongly associated with subordinate satisfaction with supervisors.

Communication, Communications, Organizational communication

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