This research studied the effects on performance of differing types of authority within
decision-making groups. Assigned leader groups were representative of authority of
position (Barnard, 1968). Emergent leader groups were representative of authority of
leadership (Barnard). Authority type was not found to have a significant effect on
leadership, group, or organizational performance of decision-making groups.
Interrelationships of the multiple dependent performance variables were studied. It was
found that Sink and Tuttle's (1989) performance criteria and Campbell's (1990)
leadership tasks could be simplified for the short-term, small group decision-making
process. Ranking of and rewards for teams were found to affect the way groups evaluated
their own performance. This research successfully studied the elusive concepts of
authority and leadership in an applied setting, and should generate further research in the
area of authority-performance interaction.
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