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Leadership and the wisdom of crowds: how to tap into the collective intelligence of an organization

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Leadership and the wisdom of crowds: how to tap into the collective intelligence of an organization. / Matzler, Kurt; Strobl, Andreas; Bailom, Franz.
In: Strategy & Leadership, Vol. 44, No. 1, 18.01.2016, p. 30-35.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Matzler, K, Strobl, A & Bailom, F 2016, 'Leadership and the wisdom of crowds: how to tap into the collective intelligence of an organization', Strategy & Leadership, vol. 44, no. 1, pp. 30-35. https://doi.org/10.1108/sl-06-2015-0049

APA

Matzler, K., Strobl, A., & Bailom, F. (2016). Leadership and the wisdom of crowds: how to tap into the collective intelligence of an organization. Strategy & Leadership, 44(1), 30-35. https://doi.org/10.1108/sl-06-2015-0049

Vancouver

Matzler K, Strobl A, Bailom F. Leadership and the wisdom of crowds: how to tap into the collective intelligence of an organization. Strategy & Leadership. 2016 Jan 18;44(1):30-35. doi: 10.1108/sl-06-2015-0049

Author

Matzler, Kurt ; Strobl, Andreas ; Bailom, Franz. / Leadership and the wisdom of crowds : how to tap into the collective intelligence of an organization. In: Strategy & Leadership. 2016 ; Vol. 44, No. 1. pp. 30-35.

Bibtex

@article{a6492e0f50f0493d92e296d84cf59653,
title = "Leadership and the wisdom of crowds: how to tap into the collective intelligence of an organization",
abstract = "PurposeUnder certain conditions, a mass of people can be smarter than the best expert – even if the expert is part of the group. In this paper we show how leaders can improve decision making by tapping into the collective intelligence of their organization. Design/methodology/approachBased on James Surowiecki{\textquoteright}s four conditions of collective intelligence (cognitive diversity, independence, utilization of decentralized knowledge, and effective aggregation of dispersed knowledge), we discuss how leaders can tap into the wisdom of the crowd of their organizations. FindingsWe show how leaders can increase cognitive diversity in decision making, access decentralized knowledge in their organizations, encourage individuals to contribute their knowledge without interference from peer pressure, conformity or influence from superiors, and how knowledge can effectively be aggregated to make wiser decisions. Originality/valueWhile various tools exist to reap the collective intelligence of a group, we argue that leaders also must change their attitudes and leadership styles. Using evidence from various studies and several examples we show what leaders can do to make smarter decisions.",
keywords = "Leadership, Collective intelligence",
author = "Kurt Matzler and Andreas Strobl and Franz Bailom",
year = "2016",
month = jan,
day = "18",
doi = "10.1108/sl-06-2015-0049",
language = "English",
volume = "44",
pages = "30--35",
journal = "Strategy & Leadership",
issn = "1087-8572",
publisher = "Emerald Group Publishing Ltd.",
number = "1",

}

RIS

TY - JOUR

T1 - Leadership and the wisdom of crowds

T2 - how to tap into the collective intelligence of an organization

AU - Matzler, Kurt

AU - Strobl, Andreas

AU - Bailom, Franz

PY - 2016/1/18

Y1 - 2016/1/18

N2 - PurposeUnder certain conditions, a mass of people can be smarter than the best expert – even if the expert is part of the group. In this paper we show how leaders can improve decision making by tapping into the collective intelligence of their organization. Design/methodology/approachBased on James Surowiecki’s four conditions of collective intelligence (cognitive diversity, independence, utilization of decentralized knowledge, and effective aggregation of dispersed knowledge), we discuss how leaders can tap into the wisdom of the crowd of their organizations. FindingsWe show how leaders can increase cognitive diversity in decision making, access decentralized knowledge in their organizations, encourage individuals to contribute their knowledge without interference from peer pressure, conformity or influence from superiors, and how knowledge can effectively be aggregated to make wiser decisions. Originality/valueWhile various tools exist to reap the collective intelligence of a group, we argue that leaders also must change their attitudes and leadership styles. Using evidence from various studies and several examples we show what leaders can do to make smarter decisions.

AB - PurposeUnder certain conditions, a mass of people can be smarter than the best expert – even if the expert is part of the group. In this paper we show how leaders can improve decision making by tapping into the collective intelligence of their organization. Design/methodology/approachBased on James Surowiecki’s four conditions of collective intelligence (cognitive diversity, independence, utilization of decentralized knowledge, and effective aggregation of dispersed knowledge), we discuss how leaders can tap into the wisdom of the crowd of their organizations. FindingsWe show how leaders can increase cognitive diversity in decision making, access decentralized knowledge in their organizations, encourage individuals to contribute their knowledge without interference from peer pressure, conformity or influence from superiors, and how knowledge can effectively be aggregated to make wiser decisions. Originality/valueWhile various tools exist to reap the collective intelligence of a group, we argue that leaders also must change their attitudes and leadership styles. Using evidence from various studies and several examples we show what leaders can do to make smarter decisions.

KW - Leadership

KW - Collective intelligence

U2 - 10.1108/sl-06-2015-0049

DO - 10.1108/sl-06-2015-0049

M3 - Journal article

VL - 44

SP - 30

EP - 35

JO - Strategy & Leadership

JF - Strategy & Leadership

SN - 1087-8572

IS - 1

ER -