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The HoneyComb Paradigm for Research on Collective Human Behavior
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Emergent Power Hierarchies and Group Performance.

Denise Frauendorfer1, Marianne Schmid Mast1, Dairazalia Sanchez-Cortes2

  • 1Department of Work and Organizational Psychology, University of Neuchatel, Switzerland.

International Journal of Psychology : Journal International De Psychologie
|October 8, 2014
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Summary

Emergent power hierarchies in groups boost performance. While these hierarchies often align with member competence, this specific alignment isn't necessary for improved group outcomes.

Keywords:
Emerging power hierarchiesGroup performanceTask-competence

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Area of Science:

  • Social Psychology
  • Organizational Behavior
  • Group Dynamics

Background:

  • Informal hierarchies spontaneously form in newly established groups.
  • Understanding the impact of these emergent hierarchies on group functioning is crucial for optimizing team performance.
  • Previous research suggests a link between hierarchy structure and group success.

Purpose of the Study:

  • To investigate whether emergent group hierarchies enhance overall group performance.
  • To determine if the degree of correspondence between power hierarchy and task competence influences group performance.

Main Methods:

  • Studied 40 small groups (12 three-person, 28 four-person).
  • Groups engaged in the Winter Survival Task to assess performance.
  • Analyzed the relationship between emergent power structures and task competence.

Main Results:

  • Emergent power hierarchies were found to positively correlate with enhanced group performance.
  • The alignment between the power hierarchy and individual task competence did not significantly impact group performance.
  • Groups performed better with emergent hierarchies, irrespective of how closely competence matched the hierarchy.

Conclusions:

  • Spontaneously emerging power hierarchies are beneficial for group performance.
  • While hierarchies often reflect member competence, this precise alignment is not a prerequisite for improved group outcomes.
  • The mere existence of an emergent hierarchy, rather than its specific structure relative to competence, drives performance gains.