Computer-supported work group potency and effectiveness: the role of transformational leadership, anonymity, and task interdependence

Organizational researchers and practitioners have become interested in exploring relations between drivers of group potency and effectiveness in computer-mediated environments. The authors conducted a longitudinal experiment to examine effects of leadership style, anonymity, and task interdependence on group potency and effectiveness of 36 undergraduate student work groups performing two creativity tasks using a group decision support system. Results indicated main effects of leadership style on group potency and effectiveness, a Leadership Style×Task Interdependence interaction effect on group potency, and a Leadership Style×Anonymity interaction effect on group effectiveness. These results are consistent with theories of computer-aided work groups and group potency and effectiveness and suggest directions for future research.