Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations.

As predicted, majority decision-making yielded a marginally significant positive relationship to team performance for teams with high task representations and high leadership ambiguity ( t = 1.85, p = 0.07; see slope 1 in Figure 4 ) and a significant negative relationship to team performance for teams with low shared task representations and high leadership ambiguity ( t = −4.56, p < 001; see slope 3 in Figure 4 ).

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