Work-leisure blending: An integrative conceptual review and framework to guide future research.

Since the industrial revolution, work and leisure have largely been considered opposing domains. A growing number of organizations, however, enable and/or promote blending leisure activities into the workplace. Similarly, several conceptualizations across different disciplines examine how work and leisure can coexist.

Transformed by the family: An episodic, attachment theory perspective on family-work enrichment and transformational leadership.

While transformational leadership is foundational to individual, team, and organizational success, many managers struggle to consistently exhibit the behaviors captured in transformational leadership. Unfortunately, relatively little is known about what factors explain this day-to-day variation on transformational leadership. Drawing upon and extending attachment theory, we assert that one answer is found at home: managers need daily family support to ensure that they consistently display transformational leader behaviors at work.

Quality charters or quality members? A control theory perspective on team charters and team performance.

Though prevalent in practice, team charters have only recently received scholarly attention. However, most of this work has been relatively devoid of theory, and consequently, key questions about why and under what conditions team charter quality affects team performance remain unanswered. To address these gaps, we draw on macro organizational control theory to propose that team charter quality serves as a team-level "behavior" control mechanism that builds task cohesion through a structured exercise.

Structural interdependence in teams: An integrative framework and meta-analysis.

Although interdependence is a central aspect of team design, there has been a lack of clarity regarding the meaning and impact of different forms of interdependence. To provide theoretical clarity and to advance research on team interdependence, we develop an organizing, conceptual framework of interdependence in teams and test it using meta-analysis. We first review and tie together different conceptualizations of interdependence in the literature and illustrate how they converge around 2 major constructs: task interdependence and outcome interdependence.

Fired up or burned out? How developmental challenge differentially impacts leader behavior.

Leadership development research has largely drawn on experiential and enactive learning theories to explore the positive effects of developmental challenge on leaders. In contrast, we examined potential positive and negative effects of developmental challenge (i.e.

A meta-analysis of sex differences in physical ability: revised estimates and strategies for reducing differences in selection contexts.

Despite the wide use of physical ability tests for selection and placement decisions in physically demanding occupations, research has suggested that there are substantial male-female differences on the scores of such tests, contributing to adverse impact. In this study, we present updated, revised meta-analytic estimates of sex differences in physical abilities and test 3 moderators of these differences-selection system design, specificity of measurement, and training-in order to provide insight into possible methods of reducing sex differences on physical ability test scores. Findings revealed that males score substantially better on muscular strength and cardiovascular endurance tests but that there are no meaningful sex differences on movement quality tests.

Peer-based control in self-managing teams: linking rational and normative influence with individual and group performance.

The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how peer-based rational control, which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and interacts with the more commonly studied normative control force of group cohesion to explain both individual and collective performance in teams. On the basis of data from 587 factory workers in 45 self-managing teams at 3 organizations, peer-based rational control corresponded with higher performance for both individuals and collective teams.

Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review.

This paper provides meta-analytic support for an integrated model specifying the antecedents and consequences of psychological and team empowerment. Results indicate that contextual antecedent constructs representing perceived high-performance managerial practices, socio-political support, leadership, and work characteristics are each strongly related to psychological empowerment. Positive self-evaluation traits are related to psychological empowerment and are as strongly related as the contextual factors.