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When leaders are in the numerical majority or minority: Differential effects on problem-solving

Martin, Robin, Thomas, Geoff, Hewstone, Miles and Gardikiotis, Antonis (2018) When leaders are in the numerical majority or minority: Differential effects on problem-solving Journal of Social Issues, 74 (1). pp. 93-111.

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Abstract

Two experiments examined the effect a leader has when supported by a numerical majority or minority. In both experiments participants read a team problem-solving scenario where a solution was supported by either a numerical majority or minority of the team. In some conditions the team leader also supported the same solution as the majority or minority in other conditions the leader did not. When the leader was supported by the majority, its solution was rated as more favorable by participants than when supported by either the leader or majority on its own. When the leader was supported by the minority, its solution was rated as either less favorable or equally favorable than when supported by the leader or minority on its own. However, when the leader was supported by the minority participants rated an alternative (better) solution that was not discussed by the leader, as more favorable. These findings indicate that leadership endorsement results in greater compliance to a majority-endorsed position but to more elaboration, and better decision-making, to a minority-endorsed position. The policy implications of this research for the role of leaders in team decision-making are discussed.

Item Type: Article
Divisions : Faculty of Arts and Social Sciences > Surrey Business School
Authors :
NameEmailORCID
Martin, Robin
Thomas, Geoffgeoff.thomas@surrey.ac.uk
Hewstone, Miles
Gardikiotis, Antonis
Date : 25 March 2018
Identification Number : 10.1111/josi.12258
Copyright Disclaimer : © 2018 The Society for the Psychological Study of Social Issues. This is the peer reviewed version of the following article: Robin Martin, Geoff Thomas, Miles Hewstone, Antonis Gardikiotis, When Leaders are in the Numerical Majority or Minority: Differential Effects on Problem‐Solving, Journal of Social Issues pp 93-111, DOI: 10.1111/josi.12258 which has been published in final form at https://spssi.onlinelibrary.wiley.com/doi/abs/10.1111/josi.12258. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving."
Additional Information : This article is part of the Special Issue “Leadership and Social Transformation:The Role of Marginalized Individuals and Groups,” David E. Rast, III, MichaelHogg, and Georgina Randsley de Moura (Special Issue Editors). For a full list-ing of Special Issue papers, see: http://onlinelibrary.wiley.com/doi/10.1111/josi.2018.74.issue-1/issuetoc.
Depositing User : Clive Harris
Date Deposited : 26 Feb 2018 14:24
Last Modified : 18 May 2018 08:04
URI: http://epubs.surrey.ac.uk/id/eprint/845894

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