Anmerkungen:
Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments June 2, 2013 erstellt
Beschreibung:
We attempt to resolve the seemingly contradictory findings that leaders in teams sometimes advance team outcomes and in other instances thwart performance. In two experiments, we examined the information sharing patterns of team leaders and their impact on decision quality. Contrary to previous research, we found that leaders did not always serve as information integrators, but instead sometimes competed with their team members by advocating for their own position rather than promoting consideration of others’ knowledge. Moreover, the power configuration of the team (i.e., centralized in one individual or distributed across multiple individuals) affected the extent to which leaders took on an integrating or self-advocacy role. Finally, our results show that teams with centralized power performed worse than teams with distributed power, and this difference is attributable to leaders’ enhanced contribution of their own knowledge. We discuss the implications of our findings for leveraging team members’ specialized knowledge