AN EMPIRICAL ANALYSIS ON MAJORITY DECISION-MAKING CONDITIONS OF LEADERSHIP: A SPECIAL CONSIDERATION ON AMBIGUITY AND SHARED TASK REPRESENTATIONS
The capacity of decision-making groups to integrate and understand information is a major factor in how efficient they are. Therefore, groups that use decision-making would frequently produce decisions of higher quality, especially when they have task portrayals that emphasize clarification of data pertinent to the choice made in the absence of direct management. In the current work, we suggest two things. At first, when assignment portrayals are shared, deciding with most of them will be more e ffective and secondly, his advantageous effect will be more noticeable when there is a high level of management confusion. These theories were tested utilizing a sample of groups that participated in a challenge for 7 weeks, carrying out a business modeling. As anticipated, sharing task portrayals increased the potency of majority rule, and this effect was greater when there was uncertainty in the leadership. The results expand on and refine previous studies on decision-making guidelines, the function of portrayals of cooperative work, and leadership clarification. This proposed system uses ANOVA to obtain results
Keywords: Group Decision-Making, Decision Rules, Shared Task Representations, Leadership Ambiguity, Team Performance, Fast &Frugal, Team İnnovation, SCM Knowledge