SUMMARY—Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups to explore, achieve, and conquer. Yet, the modern concept of work in large organizations that developed in the late 19th and early 20th centuries is largely a tale of work as a collection of individual jobs. A variety of global forces unfolding over the last two decades, however, has pushed organizations worldwide to restructure work around teams, to enable more rapid, flexible, and adaptive responses to the unexpected. This shift in the structure of work has made team effectiveness a salient organizational concern. Teams touch our lives everyday and their effectiveness is important to well-being across a wide range of societal functions. There is over 50 years of psychological research—literally thousands of studies—focused on understanding and influencing the processes that underlie team effectiveness. Our goal in this monograph is to sift through this voluminous literature to identify what we know, what we think we know, and what we need to know to improve the effectiveness of work groups and teams. We begin by defining team effectiveness and establishing the conceptual underpinnings of our approach to understanding it. We then turn to our review, which concentrates primarily on topics that have well-developed theoretical and empirical foundations, to ensure that our conclusions and recommendations are on firm footing. Our review begins by focusing on cognitive, motivational/affective, and behavioral team processes—processes that enable team members to combine their resources to resolve task demands and, in so doing, be effective. We then turn our attention to identifying interventions, or ‘‘levers,’ ’ that can shape or align team processes and thereby provide tools

simulation, model validation, organization theory, network organization, organizational Network organizations offer learning, adaptive and resilient capabilities that are particularly useful in high velocity environments as these capabilities allow the organization to effectively respond to change. The dynamic, evolutionary nature of network organizations affords such advantageous capabilities. Although the advantages of network organizations are well-studied, the risks associated with them are not. Of interest is the study of critical personnel. Understanding criticality within an organization can help improve performance and protect against the risk of loss. But the study of critical personnel has traditionally used static structural representations that do not represent the dynamic nature of network organizations. This thesis advances the study of critical personnel risks in network organizations

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We sought to examine the concept of authentic leadership and discuss the influences of authenticity and authentic leadership on leader and follower eudaemonic well-being, as well as examine the processes through which these influences are realized. This was accomplished in four ways. First, we provide an ontological definition of authentic leadership, rooted in two distinct yet related philosophical approaches to human well-being: hedonism and eudaemonia. Second, we develop a multi-component model of authentic leadership based on recent theoretical developments in the area of authenticity. The resulting model consists of self-awareness, unbiased processing, authentic behavior/acting and authentic relational orientation. Third, we discuss the personal antecedents (leader characteristics) of authentic leadership as well as the outcomes of authentic leadership for both leaders and followers and examine the processes linking authentic leadership to its antecedents and outcomes. Fourth, we discuss the implications of this work for authentic leadership theory and then provide some practical implications for developing authentic leaders.

The leader-member exchange theory of leadership, which focuses on the twoway relationship between supervisors and subordinates, aims to maximize organization success by establishing positive interactions between the two. Results of the study detailed here suggests that a significant relationship exists between the quality of the supervisor-subordinate relationship and subordinates ’ commitment and altruistic organizational citizenship behavior. Recommendations are presented. The concept of leadership has attracted an extensive body of literature, ranging from fiction and biographies to how-to manuals and scientific investigation. The influence of leadership is important in the military, politics, government, academia, and, indeed, in every profit or nonprofit organization. Leadership

Franchising can be described as a contractually based business arrangement between the franchisor who develops a product or service and the franchisee who buys the right to use the franchisor’s trade name and sell that product or service (Khan, 1992).

Many studies have demonstrated that the ability of leaders to accurately assess their own behavior and performance is related to effectiveness. This study investigated what relationship, if any, existed between agreement of leader self-ratings, the ratings of subordinates and conditions believed favorable to subordinates entering into psychological contracts for extra role behaviors. In addition to the influence of demographic characteristics, such variables were deemed important in light of emerging evidence that extra role behaviors of direct reports (behaviors that go beyond formal job descriptions) constitute a form of social capital upon which leaders can draw to accomplish ambitious objectives. An interaction was between increasing subordinate age and the level of agreement between leader self-ratings and subordinate perceptions of leader's trustworthiness and altruism, two conditions believed critical to psychological contracting for extra role behaviors. In light of the fact that workers between 50 and 69 years of age will comprise 34 to 36 percent of the total work force in the US and other Western economies by the year 2008, the implication of this interaction on securing extra role behaviors and enhancing social capital deserves consideration.

Information Processing and Leadership: A Review and Implications for Application In the current paper, contemporary research that has examined the role of information processing in the context of leadership is reviewed and the implications of this research for application are discussed. Although the vast majority of the leadership literature has focused on external and observable outcomes, such as a leader’s behaviors, the current paper takes an alternative perspective, reviewing literature that has examined leadership from an information processing vantage point. In contemplating the utility of this perspective, consider for a moment the following questions: How does a subordinate decide whether his/her supervisor is a leader? Why does an organizational supervisor punish one subordinate for poor performance but not another? Why does a supervisor utilize a particular behavioral style? As the literature reviewed throughout this paper shall indicate, the answer to each of these questions lies in developing a better understanding of how leaders and subordinates process information. To provide an organizational framework, the present paper is divided into three main sections. In the first portion of this paper, a working definition of leadership and information processing are provided. Next, relevant literature dealing with a leader’s information processing is reviewed, and finally, relevant literature dealing with follower information processing is discussed. Defining Leadership and Information Processing As a starting point, leadership is conceptualized as a social process, one involving both a

in the writing of this paper. Idiosyncratic Deals 2 In a sample of 166 hospital workers, this study investigated the extent to which negotiating individual, idiosyncratic conditions of employment impacted worker relationships with the employer. Confirmatory factor analysis provided evidence of three types of idiosyncratic arrangements, Development (career-focused), Flexibility (schedule), and Reduced Workload (hours and effort); and the two points in time at which these were negotiated, Ex Ante (during recruitment) and Ex Post (once on the job). Both type and timing of idiosyncratic arrangements were significantly related to beliefs regarding the employment relationship. In particular, Ex Post Negotiation and Development were related to assessing one’s employment as a Social Exchange, while Ex Ante Negotiation and Flexibility were unrelated to such beliefs. Reduced Workload was negatively related to perceived organizational support (POS) and in turn POS was negatively related to assessing employment as an Economic Exchange. POS also mediated the relationship between Development and Social Exchange. Leader-member exchange was positively related to Ex Post Negotiation. Implications for future research on idiosyncratic arrangements are presented. Idiosyncratic Deals 3

Special Issue Understanding the role of leadership in virtual world teams may help shed light on how to manage synchronous and highly interdependent work activities. Based upon leader-member exchange (LMX) theory, we propose that the relationship between a leader and a team member (LMX) influences 1) the degree to which a team member is allocated resources by the leader (empowerment and group assignments), 2) the degree to which a team member develops relational resources with the team (trust, obligation, norms, and identification), and 3) the extent to which a team member receives or develops resources results in higher levels of individual performance. Our findings from a longitudinal field study of one large virtual world team in the massively multiplayer online game (MMOG) EverQuest suggest that the leader member relationship does impact members ’ allocation and development of resources, and that it’s not just the quantity of members ’ resources, but also the type of member resources, that has a direct influence on performance. Our findings also indicate that the influence of the leader-member relationship on member performance is fully mediated by the allocation and development of resources. Surprisingly, there was no relationship between LMX, trust, and performance, which suggests that trust may not be as vital in virtual teams where everyone’s actions are visible. Lastly, the findings suggest that building relational capital to facilitate the transformation from self to collective interest may be an effective leadership tactic when managing large virtual teams or social collectives.