Improving Group Performance Organizational psychologists have been interested in seeing whether random selection of leaders or the usual systematic selection of leaders leads to greater task performance and greater team cohesion group (also known as group maintenance). Finding significant results here would be helpful in the workplace if the problem of random selection versus formal selection were solved as it would help increase group harmony and productivity. Previous research findings have been varied. In a study very similar in method and objectives to this study it was found that random selection of leaders leads to greater task performance. ( Haslam, S.A., McGarty, C., Brown, P.M., Eggins, R.A., Morrison, B.E., & Reynolds, K.J. (1998). In this study, three experiments were conducted using the same survival task used in this study. first two Experiments measured task performance and group retention by manipulating the leadership selection process (casual, informal, and formal) perceived the leadership selection process as less legitimate from naïve participants, which justified the findings of the first two experiments that task performance was better but group retention was worse in randomly selected groups (Sosik, John, J., Avolio, Bruce,). J., Kahai, Surinder, S. (1997) found that anonymity has a positive effect for transformational leadership on group effectiveness (similar to task performance Anonymity in this case refers to the fact that). Group members are not identified by the group leader on the GDSS system (the internal information system that measures the power and effectiveness of the group). The variables manipulated were the types of leadership (transactional and transformational) and the power and effectiveness of the group were measured. This study shows that there is a direct correlation between leadership style and task performance which in our study could be determined differently in casual or formal selection of leaders