Computer-Mediated Communication and Leadership

Ideas and References Regarding Computer-Mediated Communication and Leadership

Note: The following document is a response from John P. Edwards, Ed.D.<jpedwards2@aol.com> to a question posed by David M. Mezzacappa to a listserv on communication. You may wish to communicate directly with Dr. Edwards if you have questions on the topics he raises:

David M. Mezzacappa asked for some ideas in two areas:

1. " My main interests are in nonverbal, organizational, and computer mediated communication with some work in intercultural as well. I think I have always focused on variables that constitute leadership. For instance, immediacy in communication as well as psychology, is the ability of a communicant to create rapport or a connection with another through communication. Well, those that can do this successfully are usually effective leaders as well."

2. "This semester I am working on a paper for a class in small group communication. The focus of the paper is leadership within the decision-making small group." John J. Gardiner (1988, p. 140) poses the question, "should leadership be viewed as the province of individuals or of groups?" He contends that leadership evolves from group interaction more than from individuals. Society has progressed from the tasks associated with the mechanical paradigm to an information society where leadership involves communication and interaction.

Communication for Gardiner is not an act, but rather a dialogue. Leadership tasks are associated with the group and shared by group members (p. 140). The following thoughts will link the two areas of your studies. Some of the best work that I have found dealing with small group leadership, communications, and psychology has been done in the aviation community.

In the 1960s and 1970s the aviation community was experiencing some catastrophic aviation accidents that investigators questioned why or how a qualified crew could let happen. In the 1980s several major research studies were conducted that focused on cockpit communication, decision making and leadership. Some of the best work at researching this complex area was done for the NASA Ames Research Center at Moffet Field, CA. They have a human factors website that could be of interest in your studies: http://alies.arc.nasa.gov/publications/reference-publications.html Dr. John Lauber is one of the best researchers in this area.

The FAA has promagated requirements for aircrew training in cockpit communications and decision making. The FAA source material should be available from an FAA Regional Flight Standards Safety Office or FAA airline inspector. United Airlines (Denver Training Center) and Alaska Airlines (Seattle) both initiated their cockpit communications and decision making programs long before the FAA required the training program. They could be contacted for information about the research used to substantiate their training objectives. Another human factors site that could have information is: http://www.inficad.com/~force1/humfact/mypapers.html

Nova did a great series on "Why Airplanes Crash" that included cockpit communications, nonverbal, organizational, and intercultural factors. The series was out in the mid-1980s but has been rereleased through some local PBS stations. Take a look at my website for some information on the non-positional or polymorphic leader. http://members.aol.com/jpedwards2/index.htm

Dr. David Gould completed some interesting work on the subject of the virtual leadership model. He looked at computer mediated communication as the thrust of his study. He has a website at: http://www.seanet.com/~daveg/

Best wishes and please keep us posted on the results of your studies, John P. Edwards, Ed.D. jpedwards2@aol.com

Some readings of note--an annotated bibliography:

Barnard, C. (1938). Functions of the executive. Cambridge, Harvard University Press. The author assesses the contributions of informal organizations and how they contribute to the operation of formal organizations as a means of communication, cohesion, and protecting the integrity of the individual. He also noted the importance of the non- positional leader.

Dyer, W. G. (1987). Team building. Reading: Addison-Wesler. This book addresses many team issues including a section on "when the boss is the major problem." The text reviews the characteristics of an effective work group by both Rensis Likert and Douglas McGregon.

Forbes, B.A. (1992). Profile of the leader of the future: Origin, premises, values, and characteristics of the Theory F Transformational leadership model. Unpublished manuscript, Seattle, WA. A model of Transformational leadership is outlined which integrates the feminist perspective, maintains a strong moral foundation, and is both inclusive and diverse.

Gardner, J.W. (1986). The heart of the matter: Leader-constituent interaction. Independent sector leadership paper 3. Washington, DC. The author notes that, "most of the leadership that can be called effective involves a number of individuals acting in a team relationship."

Geis, C.E. (1987). The building blocks of good decision making. Presented to: The 32d Corporate Aviation Safety Seminar, Flight Safety Foundation, Inc. San Francisco. Geis reviews research conducted by the Federal Aviation Administration, The National Aeronautics and Space Administration, and Department of Defenses that assesses the dynamics of small groups, decision making and shared leadership in an aviation context. A model for cockpit communications, decision making and shared leadership is discussed.

Greenleaf, R.K. (1977). Servant leadership. New York, Paulist Press. The author notes that the pyramidal structure weakens informal links, dries up channels of honest reaction and feedback, and creates limiting chief- subordinate relationships.

Rogers, J.L. (1992). Leadership development for the 90's: Incorporating emergent paradigm perspectives. NASPA Journal, 29(4), 243-252. The author examins the radical change that has occured in the conceptualization of leadership, with particular emphasis on leadership development. She discusses the emergent leader in the perspective of process and attitude changes such as letting go of control and thinking of influencing and shaping instead.

Simons, G. F., Vazquez, C. and Harris, P.R. (1993). Transcultural leadership. Houston: Golf. The text looks at transcultural leadership and notes that empowerment goes in two directions. It must be understood and accepted by its recipients as well as practiced by leadership. Self empowerment is the ability to feel capable and motivated in pursuing a goal.