The second experiment replicated these findings and further demonstrated the important role of team members' reactions to leaders' behavior. Specifically, although subjective feelings of power increased leaders' autocratic tendencies, their formal role determined team members' willingness to give in to them.

The third experiment replicated the findings from Studies 1 and 2 with respect to formal leaders.

This study also found that teams with powerful formal leaders reported higher levels of their leader talking, lower team open communication, and lower team performance. This only occurred when leaders were not reminded of how important their team member input was for success.

When leaders were reminded that all team members had the potential to contribute to team success, these effects did not emerge.

These findings show that leaders' awareness of the importance of their team members motivates them to overcome their tendency to discount others' perspectives and input. In other words, the negative effect of power on team open communication is eliminated.

1. Why do you think that being assigned as a formal leader results in the person dominating team discussions? Which of the five bases of power are likely at play.

2. Identify the relationship between the leader's behavior and the job-related outcome variables that may affect the communication process. Have you ever held back communication in a team when the leader behaved autocratically? Explain why the leader's amount of talking suppresses team members' open communication. Provide research evidence in support of your position.

3. How can organizations implement the idea that reminding a leader of the importance of team open communication is important for team performance? How would such an intervention increase communication?

4. What influence strategies can team members employ to increase communication?

(Please 1 paragraph for each question, no more than that)