The Journal of applied psychology
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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.
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This study examined the mediating role of service climate in the prediction of employee performance and customer loyalty. Contact employees (N=342) from 114 service units (58 hotel front desks and 56 restaurants) provided information about organizational resources, engagement, and service climate. ⋯ Further analyses revealed a potential reciprocal effect between service climate and customer loyalty. Implications of the study are discussed, together with limitations and suggestions for future research.
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Sexual harassment has consistently negative consequences for working women, including changes in job attitudes (e.g., lower satisfaction) and behaviors (e.g., increased work withdrawal). Cross-sectional evidence suggests that harassment influences turnover intentions. However, few studies have used actual turnover; rather, they rely on proxies. ⋯ Experiences of harassment led to increased turnover, even after controlling for job satisfaction, organizational commitment, and marital status. Among officers, harassment also affected turnover over and above rank. Given turnover's relevance to organizational bottom lines, these findings have important implications not only for individual women but also for organizations.
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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.