The Journal of applied psychology
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In a sample of 62 research and development (R&D) teams, the authors examined transformational leadership as a moderator of the relationship of age, nationality, and educational background diversity with team outcomes. When levels of transformational leadership were high, nationality and educational diversity were positively related to team leaders' longitudinal ratings of team performance. These relationships were nonsignificant when transformational leadership was low. ⋯ Moreover, transformational leadership moderated the relationship of the 3 diversity types with collective team identification, which in turn was positively related to the elaboration of task-relevant information. The authors discuss the theoretical and practical implications of these results. Overall, this study suggests that transformational leadership can foster the utilization of the potential, but frequently untapped, benefits entailed by both demographic and informational/cognitive team diversity. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
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Randomized Controlled Trial
Substitutes for procedural fairness: prototypical leaders are endorsed whether they are fair or not.
This article extends research on leader procedural fairness as well as the social identity model of leadership effectiveness (SIMOL) by demonstrating that leader prototypicality can act as a substitute for procedural fairness. Although procedural fairness in general and voice in particular have been found to have a robust positive influence on leader endorsement, the authors showed in an experimental scenario study and a correlational field study that the influence of voice on leader endorsement is substantially reduced when leaders are perceived as prototypical for the group that they lead and followers are highly identified with their group. Additionally, supportive of predictions of the SIMOL, leader prototypicality interacted with follower identification in predicting leader endorsement, such that prototypicality had a positive effect on leader endorsement, which was enhanced among high identifiers. Overall, these results suggest that leaders who are attuned to their followers' group identity can afford to go it alone, for the better or the worse. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
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Review Meta Analysis
The role of core self-evaluations in the coping process.
In 2 studies, the authors investigated whether core self-evaluations (CSE) serve as an integrative framework for understanding individual differences in coping processes. A meta-analytic review demonstrated that CSEs were associated with fewer perceived stressors, lower strain, less avoidance coping, more problem-solving coping, and were not strongly related to emotion-focused coping. ⋯ However, both studies demonstrated that emotional stability was uniquely related to the stress and coping process and that emotional stability moderated the relationship between stressors and strain. The discussion focuses on the distinction between depressive self-concept represented by CSE and the anxiety and worry represented by emotional stability. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
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Review Meta Analysis
On the role of positive and negative affectivity in job performance: a meta-analytic investigation.
Although interest regarding the role of dispositional affect in job behaviors has surged in recent years, the true magnitude of affectivity's influence remains unknown. To address this issue, the authors conducted a qualitative and quantitative review of the relationships between positive and negative affectivity (PA and NA, respectively) and various performance dimensions. A series of meta-analyses based on 57 primary studies indicated that PA and NA predicted task performance in the hypothesized directions and that the relationships were strongest for subjectively rated versus objectively rated performance. ⋯ Mediational analyses revealed that affect operated through different mechanisms in influencing the various performance dimensions. Regression analyses documented that PA and NA uniquely predicted task performance but that extraversion and neuroticism did not, when the four were considered simultaneously. Discussion focuses on the theoretical and practical implications of these findings. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
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Randomized Controlled Trial
Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.
This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for both teamwork (i.e., team charters) and taskwork (performance strategies) can pay dividends in terms of more effective team performance over time. Using random coefficients growth modeling techniques, they found that teams with high-quality performance strategies outperformed teams with poorer quality strategies. However, a significant interaction between quality of the charters of teams and their performance strategies was found, such that the highest sustained performances were exhibited by teams that were high on both features. (PsycINFO Database Record (c) 2009 APA, all rights reserved).