Harnessing the wisdom of crowds in wikipedia: quality through coordination
Proceedings of the 2008 ACM conference on Computer supported cooperative work
Leadership in online creative collaboration
Proceedings of the 2008 ACM conference on Computer supported cooperative work
The singularity is not near: slowing growth of Wikipedia
Proceedings of the 5th International Symposium on Wikis and Open Collaboration
Socialization tactics in wikipedia and their effects
Proceedings of the 2010 ACM conference on Computer supported cooperative work
Identifying shared leadership in Wikipedia
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Proceedings of the ACM 2012 conference on Computer Supported Cooperative Work
A multi-level analysis of the impact of shared leadership in diverse virtual teams
Proceedings of the 2013 conference on Computer supported cooperative work
Redistributing leadership in online creative collaboration
Proceedings of the 2013 conference on Computer supported cooperative work
Emergent roles in decision-making tasks using group chat
Proceedings of the 2013 conference on Computer supported cooperative work
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Effects of peer feedback on contribution: a field experiment in Wikipedia
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
The communication patterns of technical leaders: impact on product development team performance
Proceedings of the 17th ACM conference on Computer supported cooperative work & social computing
Reviewing versus doing: learning and performance in crowd assessment
Proceedings of the 17th ACM conference on Computer supported cooperative work & social computing
A comparison of social, learning, and financial strategies on crowd engagement and output quality
Proceedings of the 17th ACM conference on Computer supported cooperative work & social computing
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Traditional research on leadership in online communities has consistently focused on the small set of people occupying leadership roles. In this paper, we use a model of shared leadership, which posits that leadership behaviors come from members at all levels, not simply from people in high-level leadership positions. Although every member can exhibit some leadership behavior, different types of leadership behavior performed by different types of leaders may not be equally effective. This paper investigates how distinct types of leadership behaviors (transactional, aversive, directive and person-focused) and the legitimacy of the people who deliver them (people in formal leadership positions or not) influence the contributions that other participants make in the context of Wikipedia. After using propensity score matching to control for potential pre-existing differences among those who were and were not targets of leadership behaviors, we found that 1) leadership behaviors performed by members at all levels significantly influenced other members' motivation; 2) transactional leadership and person-focused leadership were effective in motivating others to contribute more, whereas aversive leadership decreased other contributors' motivations; and 3) legitimate leaders were in general more influential than regular peer leaders. We discuss the theoretical and practical implication of our work.