When Leaders are in the Numerical Majority or Minority: Differential Effects on Problem-Solving

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.