Homework Help is Here – Start Your Trial Now!
Business
Management
9 P Can Power Make Followers Speechless? A series of laboratory experiments was conducted to examine the impact of how much the formal leader of a group talks on the reactions of team members. MBA students were assigned to work on a leadership simulation. ❖ The first experiment showed that leaders who felt powerful were more likely to verbally dominate discussions, and this decreased perceptions of their openness. As a result, team performance was lower. ❖ The second experiment replicated these findings and further demonstrated the important role of team members' reactions to leaders' behavior. Specifically, although subjective feelings of power increased leaders' autocratic tendencies, their formal role determined team members' willingness to give in to them. ❖ The third experiment replicated the findings from Studies 1 and 2 with respect to formal leaders. This study also found that teams with powerful formal leaders reported higher levels of their leader talking, lower team open communication, and lower team performance. This only occurred when leaders were not reminded of how important their team member input was for success. When leaders were reminded that all team members had the potential to contribute to team success, these effects did not emerge. NOV O 17 ☐ A W Canva

9 P Can Power Make Followers Speechless? A series of laboratory experiments was conducted to examine the impact of how much the formal leader of a group talks on the reactions of team members. MBA students were assigned to work on a leadership simulation. ❖ The first experiment showed that leaders who felt powerful were more likely to verbally dominate discussions, and this decreased perceptions of their openness. As a result, team performance was lower. ❖ The second experiment replicated these findings and further demonstrated the important role of team members' reactions to leaders' behavior. Specifically, although subjective feelings of power increased leaders' autocratic tendencies, their formal role determined team members' willingness to give in to them. ❖ The third experiment replicated the findings from Studies 1 and 2 with respect to formal leaders. This study also found that teams with powerful formal leaders reported higher levels of their leader talking, lower team open communication, and lower team performance. This only occurred when leaders were not reminded of how important their team member input was for success. When leaders were reminded that all team members had the potential to contribute to team success, these effects did not emerge. NOV O 17 ☐ A W Canva

Management, Loose-Leaf Version
Management, Loose-Leaf Version
13th Edition
ISBN:9781305969308
Author:Richard L. Daft
Publisher:Richard L. Daft
Chapter17: Managing Communication
Section: Chapter Questions
Problem 1CFCA
See similar textbooks
icon
Related questions
Question
100%
  1. Why do you think that being assigned as a formal leader results in the person dominating team discussions? Which of the five bases of power are likely at play.
  2. Identify the relationship between the leader's behavior and the job-related outcome variables that may affect the communication process. Have you ever held back communication in a team when the leader behaved autocratically?
  3. How can organizations implement the idea that reminding a leader of the importance of team open communication is important for team performance?
    How would such an intervention increase communication?
  4. What influence strategies can team members employ to increase communication?
9 P Can Power Make Followers Speechless? A series of laboratory experiments was conducted to examine the impact of how much the formal leader of a group talks on the reactions of team members. MBA students were assigned to work on a leadership simulation. ❖ The first experiment showed that leaders who felt powerful were more likely to verbally dominate discussions, and this decreased perceptions of their openness. As a result, team performance was lower. ❖ The second experiment replicated these findings and further demonstrated the important role of team members' reactions to leaders' behavior. Specifically, although subjective feelings of power increased leaders' autocratic tendencies, their formal role determined team members' willingness to give in to them. ❖ The third experiment replicated the findings from Studies 1 and 2 with respect to formal leaders. This study also found that teams with powerful formal leaders reported higher levels of their leader talking, lower team open communication, and lower team performance. This only occurred when leaders were not reminded of how important their team member input was for success. When leaders were reminded that all team members had the potential to contribute to team success, these effects did not emerge. NOV O 17 ☐ A W Canva
Transcribed Image Text:9 P Can Power Make Followers Speechless? A series of laboratory experiments was conducted to examine the impact of how much the formal leader of a group talks on the reactions of team members. MBA students were assigned to work on a leadership simulation. ❖ The first experiment showed that leaders who felt powerful were more likely to verbally dominate discussions, and this decreased perceptions of their openness. As a result, team performance was lower. ❖ The second experiment replicated these findings and further demonstrated the important role of team members' reactions to leaders' behavior. Specifically, although subjective feelings of power increased leaders' autocratic tendencies, their formal role determined team members' willingness to give in to them. ❖ The third experiment replicated the findings from Studies 1 and 2 with respect to formal leaders. This study also found that teams with powerful formal leaders reported higher levels of their leader talking, lower team open communication, and lower team performance. This only occurred when leaders were not reminded of how important their team member input was for success. When leaders were reminded that all team members had the potential to contribute to team success, these effects did not emerge. NOV O 17 ☐ A W Canva
Expert Solution
steps

Step by step

Solved in 2 steps

SEE SOLUTIONCheck out a sample Q&A here
Blurred answer
Similar questions
  • SEE MORE QUESTIONS
Recommended textbooks for you
Management, Loose-Leaf Version
Management, Loose-Leaf Version
Management
ISBN:
9781305969308
Author:
Richard L. Daft
Publisher:
South-Western College Pub
Understanding Management (MindTap Course List)
Understanding Management (MindTap Course List)
Management
ISBN:
9781305502215
Author:
Richard L. Daft, Dorothy Marcic
Publisher:
Cengage Learning
SEE MORE TEXTBOOKS