The Journal of applied psychology
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In today's organizations, employees are often assigned as members of multiple teams simultaneously (i.e., multiple team membership), and yet we know little about important leadership and employee phenomena in such settings. Using a scenario-based experiment and 2 field studies of leaders and their employees in the People's Republic of China and the United States, we examined how empowering leadership exhibited by 2 different team leaders toward a single employee working on 2 different teams can spillover to affect that employee's psychological empowerment and subsequent proactivity across teams. ⋯ Finally, across studies, we found that empowering leadership exhibited on one team can substitute for lower levels of empowering leadership experienced in a different team led by a distinct leader. We discuss our contributions to the motivation, teams, and leadership literatures and provide practical guidance for leaders charged with managing employees that have multiple team memberships. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Integrating functional leadership theory with models of the team creativity and innovation, we present a dynamic model of leadership emergence where leadership emergence is shaped by (a) the type of contributions members express (constructive contributions proposing new ideas, or supportive contributions affirming ideas with merit), (b) when those contributions are expressed (i.e., in the idea generation or idea enactment phase), and (c) the extent fellow teammates themselves are contributing in constructive or supportive ways in those phases. We tested our theoretical model in two studies involving simulated teams engaged in an innovation design challenge. ⋯ Surprisingly, in both studies, we found consistent evidence that supportive contributions also enhanced leadership emergence in the idea generation phase, whereas the findings on supportive contributions and leadership emergence in the idea enactment phase were mixed. Overall, our model highlights the importance of integrating dynamic and contextualized aspects of teams into theories of leadership emergence and also sheds new light on the processes underlying emergent forms of leadership in the early phases of the innovation cycle. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Modern-day organizations often utilize team-based designs, and employees increasingly work simultaneously on multiple teams. These working arrangements have been referred to as multiple team memberships, and despite their prevalence, they have been the subject of relatively little research. ⋯ Analyses of multisource temporally lagged data from software development professionals, who were assigned to work in multiple teams, yielded support for the combined influences of individual and team-level factors on individuals' identification with, and ultimately performance in and satisfaction with, their multiple team memberships. Implications for theory and practice are discussed. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Multiple team membership is common in today's team-based organizations, but little is known about its relationship with collective effectiveness across teams. We adopted a microfoundations framework utilizing existing individual- and team-level research to develop a higher-level perspective on multiple team membership's relationship with performance of entire units of teams. We tested our predictions with data collected from 849 primary care units of the Veterans Health Administration serving over 4.2 million patients. In this context, we found multiple team membership is negatively associated with unit performance, and this negative relationship is exacerbated by task complexity. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Despite considerable focus on how the demographic composition of a workplace (e.g., the representation of minorities, women) may adversely affect the salaries of all individuals within that workplace, few researchers have investigated the factors that may impede this deleterious effect. In two distinct samples of multiracial work teams and one experiment, we test the moderating factors that attenuate or exacerbate these demographic influences on the monetary assessments of individuals' worth. Specifically, we demonstrate that the proportion of Black coworkers on a team is more negatively related to individual compensation for poorer, rather than higher, performing individuals or teams. ⋯ No such indirect effect is present, however, when performance is higher. These studies demonstrate that, under poor performance, the pernicious effects of stigma may have a wider reach than previously believed. Theoretical and practical implications of this finding are discussed. (PsycINFO Database Record (c) 2019 APA, all rights reserved).