The Journal of applied psychology
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Trust between coworkers is critical to the success of organizations and teams. This is especially true for those who are geographically dispersed and who must interact virtually. The authors studied the factors related to the development of trust between pairs of coworkers (dyads) in a new product development team. ⋯ Using the actor-partner interdependence model, the authors found reciprocal effects for propensity to trust and trust in dyads. They found that propensity has greater influence on trust for virtual dyads and that trust has less influence on organizational citizenship when partners are virtual. Trustworthiness was shown to fully mediate the influence of trusting predisposition on trust.
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This article reports on an examination of the relationships between chief executive officer (CEO) personality, transformational and transactional leadership, and multiple strategic outcomes in a sample of 75 CEOs of Major League Baseball organizations over a 100-year period. CEO bright-side personality characteristics (core self-evaluations) were positively related to transformational leadership, whereas dark-side personality characteristics (narcissism) of CEOs were negatively related to contingent reward leadership. In turn, CEO transformational and contingent reward leadership were related to 4 different strategic outcomes, including manager turnover, team winning percentage, fan attendance, and an independent rating of influence. CEO transformational leadership was positively related to ratings of influence, team winning percentage, and fan attendance, whereas contingent reward leadership was negatively related to manager turnover and ratings of influence.
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Organizations increasingly rely on teams to respond to crises. While research on team effectiveness during nonroutine events is growing, naturalistic studies examining team behaviors during crises are relatively scarce. Furthermore, the relevant literature offers competing theoretical rationales concerning effective team response to crises. ⋯ Mean comparisons and discriminant function analysis indicated that higher performing crews exhibited fewer, shorter, and less complex interaction patterns. These results illustrate the limitations of standardized response patterns and highlight the importance of team adaptability. Implications for future research and for team training are included.
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Got political skill? The impact of justice on the importance of political skill for job performance.
The present study examined the moderating effects of procedural and distributive justice on the relationships between political skill and task performance and organizational citizenship behavior (OCB) among 175 supervisor-subordinate dyads of a government organization. Using Mischel's (1968) situationist perspective, high justice conditions were considered "strong situations," whereas low justice conditions were construed as "weak situations." We found that when both procedural and distributive justice were low, political skill was positively related to performance. ⋯ Finally, under conditions of low distributive justice, political skill was positively related to OCB, whereas under conditions of high distributive justice, political skill had little effect on OCB. These results highlight the importance of possessing political skill in weak but not strong situations.
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This study examined how leader relational behaviors (i.e., relational leadership) cultivate bonding social capital among organizational members and the way bonding social capital augments feelings of vigor at work. In addition, the authors examined how vigor enhances employee job performance. Using a sample of 209 participants in Israeli community centers, the results of structural equation modeling indicate a 2-stage mediation model in which leader relational behaviors are positively related to bonding social capital; this, in turn, results in feelings of vigor, which are positively associated with manager ratings of employee job performance.