Actual and Perceived Group Performance as a Function of Group Composition: The Moderating Role of the Type A and B Behavior Patterns

This study examined the moderating influence of the Type A and B behavior patterns on group performance and group functioning. Type As and Bs were assigned to different roles in groups given the task of deciding what items to transfer from a sinking ship to a life raft. Results indicated that groups with Type A leaders in conflict with a Type A group member arrived at relatively poor decisions. Type A leaders, however, also were perceived by their groups to be more competent than were Type B leaders. These results suggested that the Type A behavior pattern can have the paradoxical effects of hindering group problem‐solving and of leading others to view Type As as more competent than Type Bs because of their active dynamic style.