The Journal of applied psychology
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A sociocognitive model of distal and proximal predictors of empathic judgments was tested among 100 physicians. The authors hypothesized that physician perceived control would affect empathy ratings via physician communication style. Specifically, physicians with high perceived control would use more open communication and be rated as more empathic. ⋯ Physicians completed a medical attribution questionnaire prior to a structured patient consultation exercise, during which patients and assessors rated physician empathy. The exercise was audiotaped, transcribed, and content analyzed for verbal behaviors. Support was found for the hypotheses; however, patients, but not medical assessors, associated empathy with reassurance and provision of medical information.
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Meta Analysis
Retesting in selection: a meta-analysis of coaching and practice effects for tests of cognitive ability.
Previous studies have indicated that as many as 25% to 50% of applicants in organizational and educational settings are retested with measures of cognitive ability. Researchers have shown that practice effects are found across measurement occasions such that scores improve when these applicants retest. ⋯ Moderator analyses indicated that effects were larger when practice was accompanied by test coaching and when identical forms were used. Additional research is needed to understand the impact of retesting on the validity inferences drawn from test scores.
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This study examined variable and pattern approaches to studying the influence of individual differences on both leadership emergence and leader effectiveness. Emergent leaders were identified and then followed for 9 months of effectiveness data gathering. ⋯ Results showed that the same pattern of individual differences (high intelligence, high dominance, high general self-efficacy, and high self-monitoring) was associated with both leadership emergence and leader effectiveness. Persons scoring high on the set of individual difference variables emerged as leaders, were promoted to leadership positions, and were rated by their superiors as effective leaders.
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A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. ⋯ Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.
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Personal reputation has been acknowledged to have an important influence on work outcomes. However, substantive research has been relatively scarce to date. The 2-study research plan reported here supports reputation's role as a moderator of the relationships between political behavior and the work outcomes of uncertainty, emotional exhaustion, and job performance ratings (i.e., self- and supervisor report). ⋯ In each study, political behavior was associated with decreased uncertainty and emotional exhaustion and increased job performance ratings for individuals with a favorable reputation. Conversely, political behavior predicted increased uncertainty and emotional exhaustion and decreased job performance ratings for individuals with an unfavorable reputation. Implications of these results, strengths and limitations, and directions for future research are discussed.