{"id":{"repo_id":"vt","oai_identifier":"oai:vtechworks.lib.vt.edu:10919/36882"},"canonical_url":"https://search.dev.ndltd.org/etd/vt/oai:vtechworks.lib.vt.edu:10919/36882","repository":{"repo_id":"vt","name":"Virginia Tech","base_url":"https://vtechworks.lib.vt.edu/oai/request"},"display":{"title":"Small-Group Leader Assignment: Effects Across Different Degrees of Task Interdependence","abstract":"The use of teams and work groups in organizations has become increasingly more popular in the last decade. Within each of these groups, a leadership role must be filled in order for the team to achieve its task. This study posited that the method by which the leader comes into this role may have a direct impact on the group's performance and its perceptions of the group's interpersonal processes and efficiency, satisfaction with the group, satisfaction with the group output, and support for the leader. In addition, the influence of leader assignment was expected to change based on the level of interdependence required by the task. One hundred forty-eight subjects were assigned to one of four conditions in a 2X2 design (appointed vs. elected leaders X high vs. low interdependence task), and were asked to fill out a questionnaire upon completion of their task. Results found that the higher level of interdependence was significantly related to more favorable ratings of Perceived Group Efficiency ( F =6.89, p <.05) and Satisfaction with Group Output ( F =7.69, p <.05). Possible limitations and future research opportunities are addressed.","abstract_html":"The use of teams and work groups in organizations has become increasingly more popular in the last decade. Within each of these groups, a leadership role must be filled in order for the team to achieve its task. This study posited that the method by which the leader comes into this role may have a direct impact on the group&#x27;s performance and its perceptions of the group&#x27;s interpersonal processes and efficiency, satisfaction with the group, satisfaction with the group output, and support for the leader. In addition, the influence of leader assignment was expected to change based on the level of interdependence required by the task. One hundred forty-eight subjects were assigned to one of four conditions in a 2X2 design (appointed vs. elected leaders X high vs. low interdependence task), and were asked to fill out a questionnaire upon completion of their task. Results found that the higher level of interdependence was significantly related to more favorable ratings of Perceived Group Efficiency ( F =6.89, p &lt;.05) and Satisfaction with Group Output ( F =7.69, p &lt;.05). Possible limitations and future research opportunities are addressed.","abstract_has_math":false,"creators":["Basik, Kevin J."],"institution":"Virginia Tech","degree_name":"Master of Science","degree_level":"masters","degree_discipline":"Industrial/Organizational Psychology","degree_department":"Industrial/Organizational Psychology","school":null,"contributors":[],"advisors":[],"committee_chairs":["Foti, Roseanne J."],"committee_members":["Facteau, Jeffrey D.","Gustafson, Sigrid B."],"year":1997,"date_issued":"1997-06-24","date_published":"1997-06-24","updated_at":"2026-07-22T22:20:20Z","subjects":["Legitimacy","Teams","Groups","Task","Leader","Assignment"],"languages":[],"rights":["In Copyright"],"rights_urls":["http://rightsstatements.org/vocab/InC/1.0/"],"identifier_entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["etd-6397-145315"],"render_values":[{"text":"etd-6397-145315","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/10919/36882","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.committeechair","label":"Committee Chair","values":["Foti, Roseanne J."]},{"key":"dc:contributor.committeemember","label":"Committee Member","values":["Facteau, Jeffrey D.","Gustafson, Sigrid B."]},{"key":"dc:contributor.department","label":"Department","values":["Industrial/Organizational Psychology"]},{"key":"dc:creator","label":"Author","values":["Basik, Kevin J."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2014-03-14T20:52:06Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2014-03-14T20:52:06Z","1998-06-24"]},{"key":"dc:date.issued","label":"Date","values":["1997-06-24"]},{"key":"dc:publisher","label":"Institution","values":["Virginia Tech"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Industrial/Organizational Psychology"]},{"key":"thesis:degree_level","label":"Degree Level","values":["masters"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Master of Science"]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["Virginia Polytechnic Institute and State University"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Legitimacy","Teams","Groups","Task","Leader","Assignment"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:rights","label":"Dc Rights","values":["In Copyright"]},{"key":"dc:rights.uri","label":"Rights URI","values":["http://rightsstatements.org/vocab/InC/1.0/"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["etd-6397-145315"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/10919/36882"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["The use of teams and work groups in organizations has become increasingly more popular in the last decade. Within each of these groups, a leadership role must be filled in order for the team to achieve its task. This study posited that the method by which the leader comes into this role may have a direct impact on the group's performance and its perceptions of the group's interpersonal processes and efficiency, satisfaction with the group, satisfaction with the group output, and support for the leader. In addition, the influence of leader assignment was expected to change based on the level of interdependence required by the task. One hundred forty-eight subjects were assigned to one of four conditions in a 2X2 design (appointed vs. elected leaders X high vs. low interdependence task), and were asked to fill out a questionnaire upon completion of their task. Results found that the higher level of interdependence was significantly related to more favorable ratings of Perceived Group Efficiency ( F =6.89, p <.05) and Satisfaction with Group Output ( F =7.69, p <.05). Possible limitations and future research opportunities are addressed."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["Master of Science"]},{"key":"dc:title","label":"Title","values":["Small-Group Leader Assignment: Effects Across Different Degrees of Task Interdependence"]}]}],"canonical_facts":{"dc:contributor.committeechair":["Foti, Roseanne J."],"dc:contributor.committeemember":["Facteau, Jeffrey D.","Gustafson, Sigrid B."],"dc:contributor.department":["Industrial/Organizational Psychology"],"dc:creator":["Basik, Kevin J."],"dc:date.accessioned":["2014-03-14T20:52:06Z"],"dc:date.available":["2014-03-14T20:52:06Z","1998-06-24"],"dc:date.issued":["1997-06-24"],"dc:description.abstract":["The use of teams and work groups in organizations has become increasingly more popular in the last decade. Within each of these groups, a leadership role must be filled in order for the team to achieve its task. This study posited that the method by which the leader comes into this role may have a direct impact on the group's performance and its perceptions of the group's interpersonal processes and efficiency, satisfaction with the group, satisfaction with the group output, and support for the leader. In addition, the influence of leader assignment was expected to change based on the level of interdependence required by the task. One hundred forty-eight subjects were assigned to one of four conditions in a 2X2 design (appointed vs. elected leaders X high vs. low interdependence task), and were asked to fill out a questionnaire upon completion of their task. Results found that the higher level of interdependence was significantly related to more favorable ratings of Perceived Group Efficiency ( F =6.89, p <.05) and Satisfaction with Group Output ( F =7.69, p <.05). Possible limitations and future research opportunities are addressed."],"dc:description.degree":["Master of Science"],"dc:identifier.other":["etd-6397-145315"],"dc:identifier.uri":["http://hdl.handle.net/10919/36882"],"dc:publisher":["Virginia Tech"],"dc:rights":["In Copyright"],"dc:rights.uri":["http://rightsstatements.org/vocab/InC/1.0/"],"dc:subject":["Legitimacy","Teams","Groups","Task","Leader","Assignment"],"dc:title":["Small-Group Leader Assignment: Effects Across Different Degrees of Task Interdependence"],"dc:type":["Thesis"],"thesis:degree_discipline":["Industrial/Organizational Psychology"],"thesis:degree_level":["masters"],"thesis:degree_name":["Master of Science"],"thesis:institution_name":["Virginia Polytechnic Institute and State University"]},"updated_at":"2026-07-22T22:20:20Z"}