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56
Team effectiveness 1997–2007: A review of recent advancements and a glimpse into the future
- Journal of Management
, 2008
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Cited by 113 (7 self)
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The online version of this article can be found at:
Leadership in teams: A functional approach to understanding leadership structures and processes.
- Journal of Management,
, 2009
"... As the use of teams has increased in organizations ..."
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Cited by 37 (0 self)
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As the use of teams has increased in organizations
Affective mechanisms linking dysfunctional behavior to performance in work teams: A moderated mediation study
- Journal of Applied Psychology
"... The present study examines the association between dysfunctional team behavior and team performance. Data included measures of teams ’ dysfunctional behavior and negative affective tone as well as supervisors ’ ratings of teams ’ (nonverbal) negative emotional expressivity and performance. Utilizing ..."
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Cited by 19 (1 self)
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The present study examines the association between dysfunctional team behavior and team performance. Data included measures of teams ’ dysfunctional behavior and negative affective tone as well as supervisors ’ ratings of teams ’ (nonverbal) negative emotional expressivity and performance. Utilizing a field sample of 61 work teams, the authors tested the proposed relationships with robust data analytic techniques. Results were consistent with the hypothesized conceptual scheme, in that negative team affective tone mediated the relationship between dysfunctional team behavior and performance when teams ’ nonverbal negative expressivity was high but not when nonverbal expressivity was low. On the basis of the findings, the authors conclude that the connection between dysfunctional behavior and performance in team situations is more complex than was previously believed—thereby yielding a pattern of moderated mediation. In sum, the findings demonstrated that team members ’ collective emotions and emotional processing represent key mechanisms in determining how dysfunctional team behavior is associated with team performance.
Testing multilevel mediation using hierarchical linear models: Problems and solutions
- Organizational Research Methods
, 2009
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A meta-analysis of antecedents and consequences of leader–member exchange integrating the past with an eye toward the future
- Journal of Management
, 2012
"... Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors ’ examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences ..."
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Cited by 19 (0 self)
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Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors ’ examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences of LMX quality. Results indicated that while leader behaviors and perceptions, follower characteristics, interpersonal relationship characteristics, and contextual variables represent significant groups of LMX antecedents, leader variables explained the most variance in LMX quality. Moderator analyses revealed that the particular LMX scale, country of participants, and work setting studied did not produce meaningful influences on the relationships in the meta-analysis. However, power distance and individualism did moderate some of these relationships. To provide continuity with the LMX meta-analyses 1
Developing a Theory of the Strategic Core of Teams: A Role Composition Model of Team Performance
"... Although numerous models of team performance have been articulated over the past 20 years, these models have primarily focused on the individual attribute approach to team composition. The authors utilized a role composition approach, which investigates how the characteristics of a set of role holde ..."
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Cited by 15 (1 self)
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Although numerous models of team performance have been articulated over the past 20 years, these models have primarily focused on the individual attribute approach to team composition. The authors utilized a role composition approach, which investigates how the characteristics of a set of role holders impact team effectiveness, to develop a theory of the strategic core of teams. Their theory suggests that certain team roles are most important for team performance and that the characteristics of the role holders in the “core ” of the team are more important for overall team performance. This theory was tested in 778 teams drawn from 29 years of major league baseball (1974–2002). Results demonstrate that although high levels of experience and job-related skill are important predictors of team performance, the relationships between these constructs and team performance are significantly stronger when the characteristics are possessed by core role holders (as opposed to non-core role holders). Further, teams that invest more of their financial resources in these core roles are able to leverage such investments into significantly improved performance. These results have implications for team composition models, as they suggest a new method for considering individual contributions to a team’s success that shifts the focus onto core roles.
The etiology of the multilevel paradigm in management research
- Journal of Management
, 2011
"... As initially spawned through the meso movement in organizational behavior, the multilevel para-digm has permeated virtually every subdiscipline of management. The authors review its evolution from different disciplinary origins in terms of theory, measurement and construct validity, and design and a ..."
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Cited by 15 (3 self)
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As initially spawned through the meso movement in organizational behavior, the multilevel para-digm has permeated virtually every subdiscipline of management. The authors review its evolution from different disciplinary origins in terms of theory, measurement and construct validity, and design and analysis. They illustrate that although its origins are disparate and multidisciplinary, the modern-day multilevel paradigm is coherent and well entrenched in modern management research. They then raise five challenges to the current paradigm in terms of the following: first, the ambiguities surrounding the units of inquiry; second, the violations of the nesting assumption; third, the need to integrate the nested-arrangements approach with the longitudinal approach; fourth, the challenges associated with modeling current and future multilevel models; and, fifth, the role of multidisciplinary influences for multilevel management theory and investigations. Their hope is that this article will spark a paradigm shift in multilevel management research.
Fairness perceptions of supervisor feedback, LMX, and employee well-being at work
- European Journal of Work & Organizational Psychology
, 2008
"... In a field study we examined employees ’ fairness perceptions of supervisor feedback and their relationships with employee well being (job depression, job anxiety, job satisfaction, turnover intentions) and perceived control at work. We hypothesized quality of leader member exchange (LMX) to partial ..."
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Cited by 9 (0 self)
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In a field study we examined employees ’ fairness perceptions of supervisor feedback and their relationships with employee well being (job depression, job anxiety, job satisfaction, turnover intentions) and perceived control at work. We hypothesized quality of leader member exchange (LMX) to partially mediate these relationships. We measured the above constructs in two different industries at two separate times over an interval of 6 months. Results from hierarchical regression analyses based on data from 99 employees supported our hypotheses. Perceived fairness of feedback was positively related to job satisfaction and feelings of control at work, and negatively related to job depression and turnover intentions. These relationships were mediated by the quality of LMX. Job anxiety was neither related to fairness perceptions of feedback nor to LMX, but positively related to frequency of negative feedback from the supervisor. Our research contributes to both, the feedback and leadership fairness literature, in connecting fairness of leader feedback to LMX and important work related outcomes.
Best-practice recommendations for estimating cross-level interaction effects using multilevel modeling
- Journal of Management
, 2013
"... Multilevel modeling allows researchers to understand whether relationships between lower-level variables (e.g., individual job satisfaction and individual performance, firm capabilities and per-formance) change as a function of higher-order moderator variables (e.g., leadership climate, market-based ..."
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Cited by 8 (3 self)
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Multilevel modeling allows researchers to understand whether relationships between lower-level variables (e.g., individual job satisfaction and individual performance, firm capabilities and per-formance) change as a function of higher-order moderator variables (e.g., leadership climate, market-based conditions). We describe how to estimate such cross-level interaction effects and distill the technical literature for a general readership of management researchers, including a description of the multilevel model building process and an illustration of analyses and results with a data set grounded in substantive theory. In addition, we provide 10 specific best-practice recom-mendations regarding persistent and important challenges that researchers face before and after data collection to improve the accuracy of substantive conclusions involving cross-level interaction effects. Our recommendations provide guidance on how to define the cross-level interaction effect, compute statistical power and make research design decisions, test hypotheses with various types of moderator variables (e.g., continuous, categorical), rescale (i.e., center) predictors, graph the cross-level interaction effect, interpret interactions given the symmetrical nature of such effects, test multiple cross-level interaction hypotheses, test cross-level interactions involving more than two levels of nesting, compute effect-size estimates and interpret the practical importance of a cross-level interaction effect, and report results regarding the multilevel model building process.
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research
- Journal of Management
, 2012
"... In this article, the authors review research that has examined psychological empowerment at various levels of analysis. Specifically, at the individual, team, and organizational levels of analysis, the authors summarize research that has examined both antecedents to psychological empowerment and the ..."
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Cited by 4 (0 self)
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In this article, the authors review research that has examined psychological empowerment at various levels of analysis. Specifically, at the individual, team, and organizational levels of analysis, the authors summarize research that has examined both antecedents to psychological empowerment and the various outcomes of empowerment. Similarly, they discuss studies that have considered the multilevel relationships of psychological empowerment. In addition to reviewing the multilevel empowerment nomological network, the review examines how empow-erment has been conceptualized within the literature. The authors include a discussion of how psychological empowerment has been operationalized within the literature, as well as various methodological considerations of psychological empowerment research. Throughout this review, they suggest avenues for future research, including methodological and theoretical con-siderations that are important to advancing our understanding of psychological empowerment across various levels of analysis.
