When discretionary boundary spanning relationships cease becoming discretionary: The impact of closed ties on informal leadership perceptions.

Organizations have recognized that effective informal leadership is a source of competitive advantage and invest heavily in leadership development efforts. Moreover, because of historical shifts in the nature of work, this informal leadership often takes the form of inter-unit boundary spanning. Because of these two developments, discretionary boundary spanning (DBS) between units has increasingly become a critical, dynamic, bottom-up activity where individuals lacking formal authority step up and take on informal leadership responsibilities.

An integration-and-learning perspective on gender diversity in self-managing teams: The roles of learning goal orientation and shared leadership.

Contemporary organizations commonly use self-managing teams to structure work as a way to achieve competitive advantage. Although diversity on visible demographic characteristics-such as gender-is a critical determinant of team functioning, our knowledge about when and how gender diversity affects performance in self-managing teams is still nascent. Building upon the integration-and-learning perspective and recent developments in the information and decision-making approach on diversity, we investigate (team learning goal orientation as a contingency factor) and (shared leadership as a structural mediating mechanism) gender diversity benefits task performance in self-managing teams.

Wearable bluetooth sensors for capturing relational variables and temporal variability in relationships: A construct validation study.

The advent of wearable sensor technologies has the potential to transform organizational research by offering the unprecedented opportunity to collect continuous, objective, highly granular data over extended time periods. Recent evidence has demonstrated the potential utility of Bluetooth-enabled sensors, specifically, in identifying emergent networks via colocation signals in highly controlled contexts with known distances and groups. Although there is proof of concept that wearable Bluetooth sensors may be able to contribute to organizational research in highly controlled contexts, to date there has been no explicit psychometric construct validation effort dedicated to these sensors in field settings.

A century of work teams in the Journal of Applied Psychology.

Work groups are a vital link between individuals and organizations. Systematic psychological research on the nature and effects of work groups dates back at least to the Hawthorne studies of the 1920s and 1930s. Yet little to none of this work appeared in the Journal of Applied Psychology until the 1950s when groups were treated primarily as foils against which to compare the performance of individuals.

Small sample mediation testing: misplaced confidence in bootstrapped confidence intervals.

Bootstrapping is an analytical tool commonly used in psychology to test the statistical significance of the indirect effect in mediation models. Bootstrapping proponents have particularly advocated for its use for samples of 20-80 cases. This advocacy has been heeded, especially in the Journal of Applied Psychology, as researchers are increasingly utilizing bootstrapping to test mediation with samples in this range.

A quasi-experimental study of after-event reviews and leadership development.

We examine how structured reflection through after-event reviews (AERs) promotes experience-based leadership development and how people's prior experiences and personality attributes influence the impact of AERs on leadership development. We test our hypotheses in a time-lagged, quasi-experimental study that followed 173 research participants for 9 months and across 4 distinct developmental experiences. Findings indicate that AERs have a positive effect on leadership development, and this effect is accentuated when people are conscientious, open to experience, and emotionally stable and have a rich base of prior developmental experiences.

Coordinated action in multiteam systems.

This study investigated coordinated action in multiteam systems employing 233 correspondent systems, comprising 3 highly specialized 6-person teams, that were engaged in an exercise that was simultaneously "laboratory-like" and "field-like." It enriches multiteam system theory through the combination of theoretical perspectives from the team and the large organization literatures, underscores the differential impact of large size and modular organization by specialization, and demonstrates that conventional wisdom regarding effective coordination in traditional teams and large organizations does not always transfer to multiteam systems. We empirically show that coordination enacted across team boundaries at the component team level can be detrimental to performance and that coordinated actions enacted by component team boundary spanners and system leadership positively impact system performance only when these actions are centered around the component team most critical to addressing the demands of the task environment.

Team structure and regulatory focus: the impact of regulatory fit on team dynamic.

We report a within-teams experiment testing the effects of fit between team structure and regulatory task demands on task performance and satisfaction through average team member positive affect and helping behaviors. We used a completely crossed repeated-observations design in which 21 teams enacted 2 tasks with different regulatory focus characteristics (prevention and promotion) in 2 organizational structures (functional and divisional), resulting in 84 observations. Results suggested that salient regulatory demands inherent in the task interacted with structure to determine objective and subjective team-level outcomes, such that functional structures were best suited to (i.

Harmful help: the costs of backing-up behavior in teams.

Prior research on backing-up behavior has indicated that it is beneficial to teams (C. O. L.

Trait configurations in self-managed teams: a conceptual examination of the use of seeding for maximizing and minimizing trait variance in teams.

In this article, the authors argue that there is no one best way to make placement decisions on self-managed teams. Drawing from theories of supplementary and complementary fit, they develop a conceptual model that suggests that (a) maximization principles should be applied to extroversion variance (i.e.

Statistical power and parameter stability when subjects are few and tests are many: comment on Peterson, Smith, Martorana, and Owens (2003).

Comments on the original article "The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance", by R. S. Peterson et al.

Teams in organizations: from input-process-output models to IMOI models.

This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time, although many studies reviewed were conducted in other settings, including the laboratory. Research was organized around a two-dimensional system based on time and the nature of explanatory mechanisms that mediated between team inputs and outcomes. These mechanisms were affective, behavioral, cognitive, or some combination of the three.

Team learning: collectively connecting the dots.

This article tests the degree to which personal and situational variables impact the acquisition of knowledge and skill within interactive project teams. On the basis of the literature regarding attentional capacity, constructive controversy, and truth-supported wins, the authors examined the effects of cognitive ability, workload distribution, Agreeableness, Openness to Experience, and structure on team learning. Results from 109 four-person project teams working on an interdependent command and control simulator indicated that teams learned more when composed of individuals who were high in cognitive ability and when the workload was distributed evenly.

Backing up behaviors in teams: the role of personality and legitimacy of need.

In this article, the authors developed several hypotheses regarding both the main and interactive effects of 2 types of team inputs on backing up behaviors in teams: (a) team composition characteristics in terms of the personality of the members of the team and (b) team task characteristics in terms of the extent to which the nature of the task is one that legitimately calls for some members of the team to back up other members of the team. Results from a study of 71 4-person teams performing a computerized tactical decision-making task suggest that the legitimacy of the need for back up has an important main effect on the extent to which team members provide assistance to and receive assistance from each other. In addition, the legitimacy of the need for back up also has important interactive effects with both the personality of the back up recipient and the personality of the back up providers on backing up behaviors in teams.

The Tripartite Model of Neuroticism and the suppression of depression and anxiety within an escalation of commitment dilemma.

We found evidence of a mutual suppression effect between anxiety and depression on an individual's level of commitment within escalation dilemmas. On the one hand, our results demonstrate a positive relationship between anxiety and level of commitment; on the other, our results demonstrate a negative relationship between depression and level of commitment. Based on the opposing relationships between anxiety and depression and commitment, the broad factor of neuroticism does not demonstrate any relationship with level of commitment, and the significant effects of anxiety and depression on commitment is contingent upon partialling the effect of the other facet of neuroticism.

Structural contingency theory and individual differences: examination of external and internal person-team fit.

This article develops and tests a structurally based, integrated theory of person-team fit. The theory developed is an extension of structural contingency theory and considers issues of external fit simultaneously with its examination of internal fit at the team level. Results from 80 teams working on an interdependent team task indicate that divisional structures demand high levels of cognitive ability on the part of teammembers.

Computer-assisted communication and team decision-making performance: the moderating effect of openness to experience.

This study examined the effects of computer-assisted communication on team decision-making performance as a function of the team's openness to experience. Seventy-nine teams performing a multiple-cue probability learning task were randomly assigned to 1 of 2 experimental conditions: (a) verbal communication or (b) computer-assisted communication (which combined verbal and computerized communication). The results indicated that access to computer-assisted communication improved the decision-making performance of teams, but only when the teams were high in openness to experience.

The Assessment of Goal Commitment: A Measurement Model Meta-Analysis.

Goals are central to current treatments of work motivation, and goal commitment is a critical construct in understanding the relationship between goals and performance. Inconsistency in the measurement of goal commitment hindered early research in this area but the nine-item, self-report scale developed by Hollenbeck, Williams, and Klein (1989b), and derivatives of that scale, have become the most commonly used measures of goal commitment. Despite this convergence, a few authors, based on small sample studies, have raised questions about the dimensionality of this measure.