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283
Enhancing the effectiveness of work groups and teams
- Psychological Science Suppl. S
, 2006
"... SUMMARY—Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups ..."
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Cited by 124 (3 self)
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SUMMARY—Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups to explore, achieve, and conquer. Yet, the modern concept of work in large organizations that developed in the late 19th and early 20th centuries is largely a tale of work as a collection of individual jobs. A variety of global forces unfolding over the last two decades, however, has pushed organizations worldwide to restructure work around teams, to enable more rapid, flexible, and adaptive responses to the unexpected. This shift in the structure of work has made team effectiveness a salient organizational concern. Teams touch our lives everyday and their effectiveness is important to well-being across a wide range of societal functions. There is over 50 years of psychological research—literally thousands of studies—focused on understanding and influencing the processes that underlie team effectiveness. Our goal in this monograph is to sift through this voluminous literature to identify what we know, what we think we know, and what we need to know to improve the effectiveness of work groups and teams. We begin by defining team effectiveness and establishing the conceptual underpinnings of our approach to understanding it. We then turn to our review, which concentrates primarily on topics that have well-developed theoretical and empirical foundations, to ensure that our conclusions and recommendations are on firm footing. Our review begins by focusing on cognitive, motivational/affective, and behavioral team processes—processes that enable team members to combine their resources to resolve task demands and, in so doing, be effective. We then turn our attention to identifying interventions, or ‘‘levers,’ ’ that can shape or align team processes and thereby provide tools
Using linguistic cues for the automatic recognition of personality in conversation and text
- Journal of Artificial Intelligence Research (JAIR
, 2007
"... It is well known that utterances convey a great deal of information about the speaker in addition to their semantic content. One such type of information consists of cues to the speaker’s personality traits, the most fundamental dimension of variation between humans. Recent work explores the automat ..."
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Cited by 99 (4 self)
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It is well known that utterances convey a great deal of information about the speaker in addition to their semantic content. One such type of information consists of cues to the speaker’s personality traits, the most fundamental dimension of variation between humans. Recent work explores the automatic detection of other types of pragmatic variation in text and conversation, such as emotion, deception, speaker charisma, dominance, point of view, subjectivity, opinion and sentiment. Personality affects these other aspects of linguistic production, and thus personality recognition may be useful for these tasks, in addition to many other potential applications. However, to date, there is little work on the automatic recognition of personality traits. This article reports experimental results for recognition of all Big Five personality traits, in both conversation and text, utilising both self and observer ratings of personality. While other work reports classification results, we experiment with classification, regression and ranking models. For each model, we analyse the effect of different feature sets on accuracy. Results show that for some traits, any type of statistical model performs significantly better than the baseline, but ranking models
Transformational leadership and job behaviors: The mediating role of job characteristics
- Academy of Management Journal
, 2006
"... Although the effects of transformational leadership on task performance and organi-zational citizenship behavior (OCB) are well-documented, the mechanisms that ex-plain those effects remain unclear. We propose that transformational leadership is associated with the way followers view their jobs, in ..."
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Cited by 82 (0 self)
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Although the effects of transformational leadership on task performance and organi-zational citizenship behavior (OCB) are well-documented, the mechanisms that ex-plain those effects remain unclear. We propose that transformational leadership is associated with the way followers view their jobs, in terms of Hackman and Oldham’s (1976) core job characteristics. Results of our study support a structural model whereby indirect effects supplement the direct effects of transformational leadership on task performance and OCB through the mechanisms of job characteristics, intrinsic motivation, and goal commitment. Additional analyses revealed that transformational leadership relationships were significantly stronger for followers who perceived high-quality leader-member exchange. Over the past two decades, transformational leadership has emerged as one of the most popular approaches to understanding leader effectiveness. Transformational leadership theory rests on the as-sertion that certain leader behaviors can arouse fol-lowers to a higher level of thinking (Bass, 1985; Burns, 1978). By appealing to followers ’ ideals and values, transformational leaders enhance commit-ment to a well-articulated vision and inspire fol-lowers to develop new ways of thinking about problems. Indeed, the positive association between transformational leadership and follower behaviors is well documented (Fuller, Patterson, Hester, &
Authentic Leadership: Development and Validation of a Theory-Based Measure †
"... This study developed and tested a theory-based measure of authentic leadership using five ..."
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Cited by 76 (2 self)
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This study developed and tested a theory-based measure of authentic leadership using five
Promoting more integrative strategies for leadership theory building
- American Psychologist
, 2007
"... The agenda for theory and research in the field of leader-ship studies has evolved over the last 100 years from focuses on the internal dispositions associated with effec-tive leaders to broader inquiries that include emphases on the cognitions, attributes, behaviors, and contexts in which leaders a ..."
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Cited by 64 (2 self)
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The agenda for theory and research in the field of leader-ship studies has evolved over the last 100 years from focuses on the internal dispositions associated with effec-tive leaders to broader inquiries that include emphases on the cognitions, attributes, behaviors, and contexts in which leaders and followers are dynamically embedded and in-teract over time. Leadership theory and research has reached a point in its development at which it needs to move to the next level of integration—considering the dynamic interplay between leaders and followers, taking into account the prior, current, and emerging context—for continued progress to be made in advancing both the science and practice of leadership.
Leadership and the fate of organizations
- AMERICAN PSYCHOLOGIST
, 2008
"... This article concerns the real-world importance of leader-ship for the success or failure of organizations and social institutions. The authors propose conceptualizing leader-ship and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The autho ..."
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Cited by 48 (8 self)
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This article concerns the real-world importance of leader-ship for the success or failure of organizations and social institutions. The authors propose conceptualizing leader-ship and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations—for better or for worse—and conclude by describing the mechanisms through which they do so.
Information sharing and team performance: A meta-analysis.
- Journal of Applied Psychology,
, 2009
"... Information sharing is a central process through which team members collectively utilize their available informational resources. The authors used meta-analysis to synthesize extant research on team information sharing. Meta-analytic results from 72 independent studies (total groups ϭ 4,795; total ..."
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Cited by 44 (2 self)
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Information sharing is a central process through which team members collectively utilize their available informational resources. The authors used meta-analysis to synthesize extant research on team information sharing. Meta-analytic results from 72 independent studies (total groups ϭ 4,795; total N ϭ 17,279) demonstrate the importance of information sharing to team performance, cohesion, decision satisfaction, and knowledge integration. Although moderators were identified, information sharing positively predicted team performance across all levels of moderators. The information sharing-team performance relationship was moderated by the representation of information sharing (as uniqueness or openness), performance criteria, task type, and discussion structure by uniqueness (a 3-way interaction). Three factors affecting team information processing were found to enhance team information sharing: task demonstrability, discussion structure, and cooperation. Three factors representing decreasing degrees of member redundancy were found to detract from team information sharing: information distribution, informational interdependence, and member heterogeneity. Keywords: group, information sharing, information sampling bias, hidden profile, information processing Organizations are increasingly assigning complex decisionmaking tasks to teams rather than to lone individuals. Personnel selection decisions usually require input from a selection committee rather than a single hiring manager; homicide investigations are typically conducted by a group of detectives rather than by a single officer; the assignment of guilt or innocence to an accused criminal is the responsibility of a jury rather than a judge. A primary advantage of using small groups and teams in these situations is to expand the pool of available information, thereby enabling groups to reach higher quality solutions than could be reached by any one individual. Still, superior solutions to complex decision tasks require members to effectively integrate unique, relevant, and often diverse informational sets. Despite the intuitive importance of effective information sharing (IS) for team decision-making (e.g., These results raise a number of questions of significant importance to the research and practice of teams. We used meta-analysis to cumulate empirical findings culled from studies examining various task domains and discussion structures as well as different aspects of IS and performance criteria to address the following questions: First, to what extent does IS impact team performance? Second, what role do moderators play in this relationship (i.e., definition of IS, operationalization of performance criteria, discussion structure, and team task type)? Third, which factors promote (e.g., cooperation) and suppress (e.g., information distribution) IS? Information Sharing Uniqueness and Openness Differing theoretical and operational definitions of IS in teams may partially explain discrepant findings reported in the extant literature regarding the role of IS in performance. Most prior work on IS originates with
The very separate worlds of academic and practitioner periodicals in human resource management: Implications for evidence-based management
- Academy of Management Journal
, 2007
"... It is hardly news that many organizations do not implement practices that research has shown to be positively associated with employee productivity and firm financial performance (e.g., Hambrick, 1994; Johns, 1993; Pfeffer & Sutton, 2000). Indeed, the failure to implement research-supported prac ..."
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Cited by 41 (2 self)
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It is hardly news that many organizations do not implement practices that research has shown to be positively associated with employee productivity and firm financial performance (e.g., Hambrick, 1994; Johns, 1993; Pfeffer & Sutton, 2000). Indeed, the failure to implement research-supported prac-tices has been observed in nearly every field where there is a separation between those who conduct research and those who are in a position to imple-
Embracing Transformational Leadership: Team Values and the Impact of Leader Behavior on Team Performance
"... The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team p ..."
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Cited by 31 (0 self)
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The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.
Transformational leadership in context: Face-to-face and virtual teams. The Leadership Quarterly,
, 2009
"... a r t i c l e i n f o a b s t r a c t This experimental study examined transformational leadership in the context of traditional teams using face-to-face communication and virtual teams using computer-mediated communication. Thirty-nine leaders led both face-to-face and virtual teams. Repeatedmeasu ..."
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Cited by 22 (0 self)
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a r t i c l e i n f o a b s t r a c t This experimental study examined transformational leadership in the context of traditional teams using face-to-face communication and virtual teams using computer-mediated communication. Thirty-nine leaders led both face-to-face and virtual teams. Repeatedmeasures analyses revealed similar mean levels of transformational leadership in both team types; however, leader rank order varied across team type. Post hoc analyses revealed that the most effective leaders where those who increased their transformational leadership in virtual teams. Furthermore, analyses at the team level revealed that the effect of transformational leadership on team performance was stronger in virtual than in face-to-face teams. Teammember ratings of transformational leadership were equally linked to project satisfaction in face-to-face and virtual teams. Considered as a whole, our results suggest that transformational leadership has a stronger effect in teams that use only computer-mediated communication, and that leaders who increase their transformational leadership behaviors in such teams achieve higher levels of team performance.
