Abstract
This paper reports on a research case study in which the use of a Group Support System (GSS) by a multi-organizational alliance failed. The paper argues that the leadership style of the meeting champion may be a much greater moderating factor in GSS meeting success than previously thought. Transformational Leadership Theory is used to explain the results, and implications for both researchers and managers are drawn. Two themes emerge: first, the case shows where the concept of “phony democracy” may or may not occur. Second, the case illustrates conditions under which a GSS may generate, as opposed to mitigate conflict. For managers, it suggests that using a GSS may not be optimal if they choose to adopt a Transactional leadership style. For researchers, this work offers insights into boundary conditions affecting GSS usage, extending a paucity of research in negative GSS‐usage cases.
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Parent, M., Gallupe, R.B. The Role of Leadership in Group Support Systems Failure. Group Decision and Negotiation 10, 405–422 (2001). https://doi.org/10.1023/A:1011829229592
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DOI: https://doi.org/10.1023/A:1011829229592