The Moderating Role of Team Leadership

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Everest 1
Everest 1 was conducted using Computer Mediated Communication (CMC); communication was less fluid as it took place through a provided chat box within the simulation running in real-time. The proposed theory by Wainfan et al. (2004) meta-analytical study was proven plausible as what had occurred during the experiment became apparent, ‘reaching towards a consensus and resolving conflict in a democratic manner was difficult and took considerable time’. The fast pace of text messages was one contributing factor to this as it was difficult to read and keep in track. Instances of the disinhibition effect, the loosening of communicative restrictions that would otherwise be in effect face-to-face, were greatly apparent during CMC in social media online text messaging. Between Everest Simulations, members did not respond synchronously, making conversations severely delayed, some were too slow to comply or were being absent in conversations, which encouraged frustrating experiences. This also influences false association of emotions or predetermined expression due to the asynchronous and anonymous nature of the internet, which may cause team members to think statements made are more forced or negatively insinuated. Furthermore during Everest 1, performance slightly dwindled due to decreased motivation to achieve tasks as a member took towards the attitude ‘as if it were a game”. Surprisingly no emotional tensions were exhibited; teamwork was generally supportive and nice.
The strength of the teamwork was questionable as members lacked punctuality. Everest 1 was opted for a task oriented job completion under transactional leadership with each member trying to reach the summit in priority over fulfilling their personal goals for th...

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...bers’ values differ: The moderating role of team leadership”, Organizational Behaviour and Human Decision Processes, vol.114,pp25-36.
Pieterse, A.N. van Knippenberg, D & van Ginkel. W.P.2011 “Diversity in goal orientation, team reflexivity, and team performance”, Organizational Behaviour and Human Decision Processes, vol. 114, pp153-164. de Vries, R.E. Bakker-Pieper, A & Oostenveild, W 2010,’Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes’, Journal of Business and Psychology, vol.25, pp367-380.
Wainfan, L & Davis, P 2004, “Virtual collaboration: face-to-face versus videoconference, audioconference, and computer mediated communications”, Enabling Technologies for Simulation Science VIII: Proceedings of Society of Photo-Optical Instrumentation Engineers, vol.5423, pp384-398.

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