Effects Of The Leadership Model Of Group Decision-making Performance

Leadership is a highly significant predictor of team effectiveness, the traits and styles of leaders will largely effect the process and result of team decision making. Currently the majority of leadership studies focus on an appointed leader of a team, namely vertical leadership. With the development of knowledge economy, tasks of team transforming from simple to complex, and members’ leading needs change from physiological needs to self-realization needs, emerging a new leadership model, namely shared leadership. It’s an interactive collectively-influenced process, leadership shared by all the members, and team members transfer leadership roles dynamicly according to the decision situation to the achievement of team goals. Shared leadership gets rid of the top-down hierarchical leadership thoroughly, extends the resource of leadership behavior from individual leader to the team, providing a new perspective for leadership research. Are there any differences in team decision performance between these two leadership patterns? And what lead to the causes of differences? This study will explore the variance of team decision performance between the vertical and shared leadership patterns, and explain the internal mechanism of decision performance in mediation of team trust.Based on the literature review, we first putted forwards the theory model that leadership patterns affected the team decision performance through team trust. Then, we designed simulated team decision experiment on the basis of literature research. Through the related experimental operation, making the two groups of subjects were formed the corresponding leadership patterns. We also designed experiment investigation questionnaire to measure the relevant variables. Finally, we used SPSS17.0to analyse experimental data, including reliability analysis, exploratory factor analysis, T test, correlation analysis and regression analysis to verify the hypotheses.This study concluded:(1) Leadership patterns had significant effects on team decision performance and trust. Specific in complex decision task, shared leadership can produce higher group decision performance and team trust;(2) Team trust plays a mediated role between leadership patterns and group decision performance;(3) Shared leadership is a significant predictor of team decision performance, its effectiveness relates to the type fo decision task.Investigating the influence of leadership patterns on team decision-making from a "sharing" perspective goes beyond the tranditional vertical leadership. The results verified the effect of shared leadership on team decision and its mechanism. We also analysed the effectiveness boundary of shared leadership preliminary through integrating the previous research. The results show that, as the decision-making tasks becoming more and more complicated, leadership should be distributed in different members with corresponding decision ability, rather than focus on a designated leader. It is of certain guiding significance on the development of leadership pattens.