Vicarious Learning: The Relationship Between Perceived Leader Behavior and Work Group Member Behavior

Vicarious Learning: The Relationship Between Perceived Leader Behavior and Work Group Member Behavior

Date: December 2002
Creator: Brown, Diem
Description: The relationship between perceived leader behavior and work group behavior was examined. Archival survey data was used in the analyses. The company that developed the survey randomly selected 595 employees to complete the survey. Results suggest there is a strong and significant relationship between leader and subordinate behavior. Group members who report that their leader demonstrates a particular behavior also report that their work group demonstrates the same or similar behavior, suggesting that subordinates may be modeling the behavior of their leader. Leadership behaviors related to trust, availability, respect, conflict, and support seem to be the best predictors of work group behavior. Furthermore, whether or not group members have received team training appears to have an effect on their perceptions of their leader and work group. The challenge for leaders is to understand modeling principles so that they can facilitate the modeling of functional rather than dysfunctional behaviors.
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The power of teams: Do self-managing work teams influence managers' perceptions of potency?

The power of teams: Do self-managing work teams influence managers' perceptions of potency?

Date: December 2005
Creator: Hass, Nicolette P.
Description: The present study examined the perceptions of teams and managers on team potency levels as a function of stage of team development. Drawing from the power and influence literature, potency was established as a means by which to assess team's internal dynamics. Stage of team development was separated into four categories including pseudo, potential, real and high performance teams. Archival data included 45 teams and managers gathered from the manufacturing and service industries. Results indicated a significant linear relationship between team perceptions of team potency and stage of team development. Additionally, potency perceptions of teams significantly differentiated between the four stages of team development. Manager perceptions of team potency produced non-significant results. Possible explanations of the results as well as implications for practice and future research are provided.
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Globally Distributed Agile Teams: An Exploratory Study of the Dimensions Contributing to Successful Team Configuration

Globally Distributed Agile Teams: An Exploratory Study of the Dimensions Contributing to Successful Team Configuration

Date: December 2008
Creator: Sharp, Jason H.
Description: Drawing upon configurational theory, work group design research, virtualness concepts, and the software agility literature, the purpose of this study was to provide a starting point for theorizing about the successful configuration of globally distributed agile teams by exploring the dimensions of team structure, virtualness, and agility. Due to the complex nature of this topic, the need to examine the phenomenon within its natural setting, and the limited amount of research that has been conducted in this particular area, this study adopted an embedded multiple-case research design. The primary data collection method consisted of semi-structured interviews involving members of globally distributed agile teams within three U.S. based organizations with members located in distributed sights in multiple countries. Additional data were collected from archival records. Within-case and cross-analysis was conducted using qualitative data analysis software. This study provides a starting point for answering the question of how the configuration of globally distributed agile teams differs from the configuration of other types of globally distributed teams; it synthesizes past research and findings into a comprehensive theoretical framework; it provides a starting point for theorizing about the successful configuration of globally distributed agile teams; it helps practitioners to identify and address the challenges ...
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Measuring Team Meeting Success: Does Everyone Really Need to Participate?

Measuring Team Meeting Success: Does Everyone Really Need to Participate?

Date: August 2005
Creator: Longo, Jodi Olaine
Description: Facilitators are encouraged to get all meeting attendees to participate in the meeting. There is the assumption made that, if they do participate, then this participation will increase the group's general satisfaction of the meeting. Also, knowing the factors that can increase the probability of a successful meeting has been a focus of previous research, yet attendee participation has not been studied. The current research study empirically examines participation's effect on meeting evaluations. This study is a field experiment conducted in a team-based organization, where successful meetings are critical. Data was collected on the amount of participation of team members in their weekly team meeting and their evaluations of the meeting. After running correlations and a principal components analysis, this study found a relationship between participation and meeting evaluations. A scale of meeting success was also created.
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Perceived Change in Behavior Associated with Peer Feedback in Work Teams

Perceived Change in Behavior Associated with Peer Feedback in Work Teams

Access: Use of this item is restricted to the UNT Community.
Date: August 2005
Creator: DeJarnett, Nicole
Description: This study investigated if the use of a team feedback system resulted in peers perceiving a change in behavior. Personality variables such as conscientiousness, agreeableness, and extraversion were examined as possible moderators. Self-ratings and peer ratings were collected from 164 individuals through the use of the Center for Collaborative Organizations' Team Feedback System. Using polynomial regression, it was determined that time 1 peer ratings predicted behavior change and the combination of conscientiousness variables moderated peer perceived behavior change.
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An investigation of the relationships between job characteristics, satisfaction, and team commitment as influenced by organization-based self-esteem within a team-based environment

An investigation of the relationships between job characteristics, satisfaction, and team commitment as influenced by organization-based self-esteem within a team-based environment

Access: Use of this item is restricted to the UNT Community.
Date: August 2000
Creator: Abbott, John B.
Description: Team-based management is a popular contemporary method of redesigning jobs in order to more effectively utilize the human potential of employees. The use of such management techniques should result in increased satisfaction and team commitment; however, many research studies have failed to demonstrate increases in affective outcomes on the part of the employee. The research question examined in this study is, "What specific job dimensions and situational factors result in higher levels of satisfaction and team commitment?" The Job Characteristics Model (Hackman & Oldham, 1975) provided a basis for this study. The model was designed for individual contributors and has not been extensively used in team research. As expected it was found that within a team-based environment higher levels of the five core job dimensions of skill variety, task identity, task significance, autonomy, and job feedback were associated with increased satisfaction and team commitment. Organization-based self-esteem was found to mediate the relationship between the five core job dimensions and the affective outcome variables. Contrary to expectations, however, it was found that consultative team members experienced higher levels of satisfaction and commitment than substantive team members. In addition, consultative team members reported higher levels of two core job dimensions, skill variety ...
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The relationship of self-monitoring to team leader flexibility and work environment preference

The relationship of self-monitoring to team leader flexibility and work environment preference

Access: Use of this item is restricted to the UNT Community.
Date: August 2000
Creator: Nichols, Judith Ann
Description: This research explores the relationship of self-monitoring with team leader behavior and work environment preference. Those who are high on self-monitoring demonstrate flexibility in their actions with others and are socially perceptive. They perform well in a variety of leadership positions and are viewed as leaders by group members. High self-monitoring types choose "socially" based careers, including teacher and psychologist, in which they adapt their interaction styles to effectively meet the demands of clients. The demands placed on a team leader appear to require similar characteristics to those that high self-monitoring individuals possess. As a team matures through different stages of development, the role of the leader ranges from director to facilitator to consultant. In order to effectively meet team needs, a leader must be socially sensitive to interpersonal cues and have the ability to assume various roles. In addition, given the fact that the position of team leader is a highly social type of career that requires behaviors similar to careers chosen by high self-monitoring individuals, it is likely that high self-monitors would prefer working in a team work environment over a traditional one. A survey methodology was used to assess the characteristics of 100 team members. No relationship ...
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Viability of the job characteristics model in a team environment: Prediction of job satisfaction and potential moderators.

Viability of the job characteristics model in a team environment: Prediction of job satisfaction and potential moderators.

Date: December 2006
Creator: Hunter, Philip Edward
Description: Much of the history of management and motivation theory is rooted in the desire to understand the factors that contribute to having a satisfied workforce. Job satisfaction is the most widely studied construct in the history of industrial/organizational psychology. The job characteristics model (JCM) holds that if jobs are enriched with high levels of specific job characteristics (i.e., task significance, task variety, task identity, autonomy and feedback), employees will report higher levels of job satisfaction. While this claim enjoys wide support in studies conducted in traditional, hierarchically based organizational environments, few studies have tested the JCM in team based organizational designs. This study also evaluated possible moderating influences of growth need strength (GNS; the need for personal growth and development within the job environment) and emotional reactivity (a measure of frustration with perceived obstacles in the work environment). It was hypothesized that employees with higher levels of GNS would respond more positively (via higher job satisfaction ratings) to enriched jobs than would employees with lower levels of GNS. Alternatively, it was hypothesized that employees with lower levels of emotional reactivity would respond more positively (via higher job satisfaction ratings) to enriched jobs than would employees with higher levels of emotional ...
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Analyzing Learner Characteristics, Undergraduate Experience and Individual Teamwork Knowledge, Skills and Abilities: Toward Identifying Themes to Promote Higher Workforce Readiness

Analyzing Learner Characteristics, Undergraduate Experience and Individual Teamwork Knowledge, Skills and Abilities: Toward Identifying Themes to Promote Higher Workforce Readiness

Date: August 2009
Creator: Frederick, Consuelo V.
Description: With the world amidst globalization and economic flux affecting business, industry, and communities the need to work together becomes increasingly important. Higher education serves an important role in developing the individual teaming capabilities of the workforce. This environment is the time and place - opportunity for student personnel to develop these capabilities. This multiple case study utilized the analysis phase (learner, setting and job) of an instructional design model to analyze learner characteristics, the higher education environment/undergraduate experience, and the job/skills associated with individual teamwork knowledge, skills, and abilities of students from a senior cohort of the TRiO - SSS Project at a public student-centered research institution. The results yielded themes to promote the development of target populations individual teamwork KSAs which should increase their readiness to meet the teaming demands of today's employers. With an engaging undergraduate experience, inclusive of interaction with faculty members and collaborative learning with their peers, structured opportunities to practice individual teamwork KSAs in a work setting or internship, these underrepresented students may be an asset that is needed to meet the global workforce needs and fill civic capacities in their home communities.
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Exploring Team Performance as an Independent Variable: Can Performance Predict Resource Allocation?

Exploring Team Performance as an Independent Variable: Can Performance Predict Resource Allocation?

Date: December 2007
Creator: Lopez, Nicolette P.
Description: Encouraging positive work team growth depends on, in part, the form and availability of organizational resources and support. Support systems have been found to be important for work team health and survival. However, managers are challenged to make resource decisions while working within company budgetary restraints. Previous research has indicated a positive relationship exists between teams provided with appropriate resources and support, and increased team performance. This study extended previous research by exploring if team performance can predict resources and support. Specifically, the means by which managers allocate resources based on team performance was examined. Archival data included 36 work teams and their managers drawn from four geographically dispersed manufacturing companies. Information gathered from a modified version of an original team support system instrument was used to assess the importance and presence of four resource systems. Additionally, a gap score was calculated from these scores to assess the alignment between resource need and resource existence. Data was used to assess the potential relationships between managers' perceptions of team performance and the manner by which resources are allocated. All hypotheses produced non-significant findings. Results of the hypotheses, data patterns, and limitations of the study are discussed, and opportunities for future research ...
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