The Journal of applied psychology
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Halfway through a 3-hour experiment in which 64 3-person teams needed to make a series of decisions, a communications channel began to deteriorate, and teams needed to adapt their system of roles in order to perform effectively. Consistent with previous research, team composition with respect to members' cognitive ability was positively associated with adaptation. ⋯ Teams with difficult goals and staffed with high-learning orientation members were especially likely to adapt. Supplemental analyses provided insight into the observed effects in that the difficulty of team goals and members' goal orientation predicted interpersonal, transition, and action processes, all of which predicted team adaptation.
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Rapid organizational change is increasing the pressure on employees to continually update their skills and adapt their behavior to new organizational realities. Goal orientation is a promising motivational construct that may explain why some individuals adapt to change better. ⋯ These conceptual ambiguities result in a confusing array of goal orientation measures and manipulations and ultimately an incoherent empirical database. A dynamic self-regulation model of goal orientation, termed motivated action theory, is presented to integrate the various conceptual perspectives and to provide guidelines for future goal orientation research.
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Existing transformational leadership research has focused primarily on the behaviors of leaders and their effects on followers. The authors extended this research by examining the social networks of managers who exhibit transformational leadership behaviors. ⋯ Furthermore, the direct reports of these leaders were also more central in informal organizational networks. These results illuminate one of the ways that managers who exhibit transformational leadership behaviors may exert influence in organizations.
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Comparative Study
Contingent leadership and effectiveness of trauma resuscitation teams.
This research investigated leadership and effectiveness of teams operating in a high-velocity environment, specifically trauma resuscitation teams. On the basis of the literature and their own ethnographic work, the authors proposed and tested a contingency model in which the influence of leadership on team effectiveness during trauma resuscitation differs according to the situation. ⋯ Findings also suggested that an empowering leader provided more learning opportunities than did a directive leader. The major contribution of this article is the linkage of leadership to team effectiveness, as moderated by relatively specific situational contingencies.
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Meta Analysis
A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior.
Job performance is increasingly being seen to encompass constructs such as organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). To clarify the OCB-CWB relationship, a meta-analysis was conducted. Results indicate a modest negative relationship (p = -0.32). ⋯ The OCB-CWB relationship was moderated by the source of the ratings, the presence of antithetical items, and the type of response options. An employee-centric perspective is proposed whereby both OCB and CWB are perceived as adaptive behavior. Implications for organizations are discussed.