Embracing transformational leadership: Team values and the impact of leader behavior on team performance.

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Cognition-based and affect-based trust as mediators of leader behavior influences on team performance.

We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Organization and occupation influences in the attraction–selection–attrition process.

This study tested predictions from B. Schneider's (1987) attraction–selection–attrition (ASA) model across 5 organizations (n?=?681). Organization membership and occupational attributes interacted with individuals' turnover intentions to predict several personality variables. Relationships among organization membership, occupation type, and personality were partially mediated by perceived structure. The 3-way interaction analyses indicated that occupation type may compensate for the effects of organizational characteristics in making particular traits more suitable for a given organization. The overall pattern of findings supports the more general ASA predictions, but the findings also suggest a need to develop a more refined conceptualization of the trait homogenization process. The authors also discuss what trait homogenization processes may imply about interpreting findings in organizational behavior research in general and better understanding organizational diversity, culture, and organizations' capabilities in responding to change. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A field experiment testing frontline opinion leaders as change agents.

On the basis of previous studies of source credibility and opinion leadership, the authors hypothesized that opinion leaders would serve as effective agents to promote positive attitudes toward a service-quality initiative and increase service-quality effectiveness. The service effectiveness of tellers before and after a service-quality leadership training program was rated by customers, supervisors, and the tellers themselves across 3 matched bank branches. Service effectiveness was rated significantly higher in a branch using opinion leaders as service-quality leaders compared with a branch using randomly selected frontline leaders. Tellers in the latter branch showed greater improvements in service effectiveness than did counterparts in a branch using no frontline service quality leaders. This difference between types of leaders appeared to be mediated by tellers' behavioral beliefs about the service-quality program. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Individual differences in utilizing control to cope with job demands: Effects on susceptibility to infectious disease.

This study examined the interactive effects of job demands, control, and individual characteristics on upper respiratory illnesses and immune function. Having high job control appeared to lessen the linkage between job demands and poor health among individuals with high self-efficacy and those who perceived that they were not often responsible for negative job outcomes. Conversely, having high job control exacerbated the association between job demands and poor health among inefficacious individuals. Implications for promoting more healthful work environments and facilitating employee coping are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Chronic demands and responsivity to challenge

Certain kinds of arousal in response to challenge situations reflect conditioning that makes one adaptive to task demands. A growing literature implicates chronic stress as a factor degenerating this conditioning. This study investigated the relation between objective occupational demands to which workers were classified for at least 2 years and various indicators of adaptive responsivity to challenge situations. There were consistently significant and negative relations between the occupational exposures and cardiovascular and skin temperature responsivity to the acute challenges administered in the laboratory, the corresponding speed of recovery to baseline after removal of the challenge stimulus, and peripheral catecholamine changes during a work shift.     

Type A behavior pattern and escalating commitment.

98 Ss were randomly assigned to high- and low-responsibility conditions in a commitment-escalation experiment. Global Type A behavior pattern and the underlying dimension of achievement strivings were positively related to the desire to continue the same course of action in the high prior-responsibility condition but not in the low prior-responsibility condition. These findings are discussed in terms of future research into the judgment processes of people with Type A personality and the possible role of escalating commitment in disorders experienced by people with Type A personality. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Responses to formal performance appraisal feedback: The role of negative affectivity.

This study examined the effects of performance appraisal feedback on job and organizational attitudes of tellers (N=329) in a large international bank. Negative affectivity moderated the link between favorable appraisal feedback and job attitudes. Among the higher rated performers, attitudes were improved 1 month after being notified of favorable appraisal results (Time 2). Improved attitudes persisted 6 months after the performance appraisal (Time 3) among tellers with low negative affectivity but not among those with high negative affectivity. Among the lower rated performers, mean levels of attitudes did not change significantly during the study. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Collective efficacy versus self-efficacy in coping responses to stressors and control: A cross-cultural study.

This study examined how cultural differences and efficacy perceptions influence the role of job control in coping with job demands. Perceiving higher control mitigated the effects of demands on psychological health symptoms and turnover intentions only among American bank tellers reporting high job self-efficacy. Among American tellers reporting low job self-efficacy, perceived control exacerbated the effects of demands. However, in a matched Hong Kong sample, collective efficacy interacted in the same way with control and demands as job self-efficacy had in the American sample. These differences appear to be explained by the individual attributes of idiocentrism and allocentrism that are linked to the societal norms of individualism and collectivism, respectively. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Resilience to traumatic exposure among soldiers deployed in combat.

We examined the influence of positive psychological capital (PsyCap), a metaconstruct that combines established psychological predispositions to be resilient to stress, on the well-being of soldiers during combat deployment. Among U.S. Army personnel deployed in Iraq, cognitive appraisal of stress mediated the effects of trait PsyCap on health symptoms. The indirect effects through appraisal were moderated by levels of exposure to potentially traumatic stimuli. Trait PsyCap covaried more strongly with cognitive appraisals, and had stronger indirect effects through appraisal on health, among soldiers in units with higher levels of potentially traumatic exposures. We discuss implications for research on resilience to trauma in the workplace and for helping workers cope with potentially traumatic exposures. (PsycINFO Database Record (c) 2010 APA, all rights reserved)