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Pages
- Title
- Examining the impact of leader social distance on a multicultural team.
- Creator
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DiazGranados, Deborah, Salas, Eduardo, Jentsch, Kimberly, Pritchard, Robert, Piccolo, Ronald, Burke, Shawn, University of Central Florida
- Abstract / Description
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Leading multicultural teams is one of the main challenges faced by today's leaders. The advantages often associated with multicultural teams (e.g., collaboration and integration of different knowledge, ideas, and approaches to a task) are often the major challenges in leading these teams. The literature on effective multicultural teams has identified leadership as an important factor for team effectiveness. Therefore, the goal of this study was to examine the effect of leader social distance...
Show moreLeading multicultural teams is one of the main challenges faced by today's leaders. The advantages often associated with multicultural teams (e.g., collaboration and integration of different knowledge, ideas, and approaches to a task) are often the major challenges in leading these teams. The literature on effective multicultural teams has identified leadership as an important factor for team effectiveness. Therefore, the goal of this study was to examine the effect of leader social distance in multicultural teams. A lab study was designed to test the impact of experimentally-manipulated leader social distance (socially close or socially distant) on the relationship between team member diversity and team affect, processes, and performance. Results varied for female and for male teams. Specifically, the nature of the interactions between leadership and team diversity depended on the specific cultural dimension measured and the gender of the team. In the end, the impact of diversity on culture in female teams was improved by close leaders (the relationships were positive), and worsened by distant leaders (the relationships were negative) for team affect, processes and viability. For male teams, the impact of diversity was always negative in both leader conditions; however, in distant leader conditions the relationship was more negative. Implications for theory and practice are discussed along with suggestions for future research.
Show less - Date Issued
- 2011
- Identifier
- CFE0004100, ucf:49114
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004100
- Title
- Facilitating Adaptive Team Performance: The Influence of Membership Fluidity on Learning.
- Creator
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Bedwell, Wendy, Salas, Eduardo, Jentsch, Kimberly, Jentsch, Florian, Rico Munoz, Ramon, Fiore, Stephen, University of Central Florida
- Abstract / Description
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Organizations across work domains that utilize teams to achieve organizational outcomes experience change. Resources change. Project deadlines change. Personnel change. Within the scientific community, research has recently surged on the topic of team adaptation to address the issue of change specifically within teams. There have generally been two lines of research regarding team adaptation (task and membership). This effort is focused on membership. Teams are not static(-)members come and...
Show moreOrganizations across work domains that utilize teams to achieve organizational outcomes experience change. Resources change. Project deadlines change. Personnel change. Within the scientific community, research has recently surged on the topic of team adaptation to address the issue of change specifically within teams. There have generally been two lines of research regarding team adaptation (task and membership). This effort is focused on membership. Teams are not static(-)members come and go. The membership adaptation literature has traditionally focused on the performance effects of newcomers to teams. Yet in practice, more and more teams today experience membership loss without replacement. Military units are stretched to capacity. Economic conditions have forced organizations to do more with less. When members leave, they are rarely, if ever, replaced. The very nature of some organizations lends itself to fluid team memberships. Consider an emergency room where a team of nurses and doctors work on Patient A. When a more critical Patient B arrives that requires the expertise of one of those team members, that doctor will leave the Patient A to tend to the Patient B. This practice is common in such work environments. Yet despite the prevalence of this practice, the scientific community knows very little about the impact of losing members on team performance. The current study examines the impact of membership fluidity on team performance. The purpose of this study was twofold. First, there was the need to address an empirical gap in the adaptation literature by focusing on membership changes (loss and loss with replacement) in non-creative tasks. Second was the consideration of the processes underlying adaptation(-)namely learning, operationalized as the development of effective shared mental models (SMMs). Thus, a primary goal was to determine the magnitude of team performance decrements associated with such changes within a decision-making task as well as the associated changes in team process. Results suggest that three-person intact teams demonstrated greater adaptive performance than membership loss with replacement teams. Furthermore, two-person intact teams developed more similar task and team interaction SMMs than membership loss teams when SMMs were indexed as a Euclidean distance score. There were no differences in the level of sharedness regarding task, team interaction or teammate SMMs for three-person intact teams as compared to membership loss with replacement teams. However, when teammate SMMs were operationalized as the personality facets (i.e., the Big 5) in exploratory analyses, three-person intact teams did develop more similar SMMs regarding the agreeableness facet than membership loss with replacement teams. Additionally, when operationalized as Euclidean distance, the agreeableness facet significantly predicted adaptive team performance(-)specifically, the smaller the distance (i.e., more similar the MMs), the greater the adaptive performance in teams. When operationalized as the similarity index, the neuroticism facet significantly predicted adaptive team performance such that the more similar the SMMs, the greater the adaptive performance in teams. Results suggest that membership fluidity does negatively influence the development of shared mental models among teammates. Furthermore, this study provides additional evidence that teammate and team interaction mental models, which are typically not examined together in team studies, are differentially influenced by membership fluidity and differentially predict outcomes like adaptive team performance. This suggests researchers should include both of these cognitive components of team performance to fully understand the nature of these constructs.
Show less - Date Issued
- 2012
- Identifier
- CFE0004356, ucf:49448
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004356
- Title
- Trust Trajectories as a Function of Violation Type and Repair Efforts.
- Creator
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Thayer, Amanda, Salas, Eduardo, Joseph, Dana, Fritzsche, Barbara, Rico Munoz, Ramon, University of Central Florida
- Abstract / Description
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Across domains, organizations and society are facing a trust deficit (Twenge, Campbell, (&) Carter, 2014). This is problematic, as trust is important to a variety of critical organizational outcomes, such as perceived task performance, team satisfaction, relationship commitment, and stress mitigation (Costa, Roe, (&) Taillieu, 2001), and has been cited as a motivator for cooperation and knowledge transfer due to its capacity to reduce fear and risk of exploitation (Chen et al., 1998; Fleig...
Show moreAcross domains, organizations and society are facing a trust deficit (Twenge, Campbell, (&) Carter, 2014). This is problematic, as trust is important to a variety of critical organizational outcomes, such as perceived task performance, team satisfaction, relationship commitment, and stress mitigation (Costa, Roe, (&) Taillieu, 2001), and has been cited as a motivator for cooperation and knowledge transfer due to its capacity to reduce fear and risk of exploitation (Chen et al., 1998; Fleig-Palmer (&) Schoorman, 2011; Irwin (&) Berigan, 2013; Yamagishi (&) Sato, 1986), and a key component of collaboration. As organizations increasingly rely upon collaboration for achieving important outcomes, it is of critical importance that organizations understand how to not only develop interpersonal trust in collaborative partnerships to facilitate these positive outcomes, but also the way in which interpersonal trust is broken and can be repaired when problems inevitably arise. Though research has begun to investigate trust violation and trust repair, relatively little is known about trust development, violation, and repair as a process that unfolds over time. This is problematic, as cross-sectional studies fail to capture change, both in terms of how trust itself changes as well as how the effect of a violation or the utility of a repair strategy may be weaker or stronger in the long-term than the short-term. Thus, findings from a single point in time may result in different conclusions and recommendations than those that would result from long-term investigation. Therefore, this study examines how interpersonal trust patterns unfold within individuals, and how these patterns differ between individuals depending on the type of violation and the repair strategy employed. An experimental study using discontinuous growth modeling to examine intraindividual and interindividual differences in trust processes found that generally, trust was negatively impacted more after an intentional ((")will do(")) violation as compared to a competence ((")can do(")) violation, such that it had a greater impact on character assessments than a competence violation and also damaged perceptions of ability as much as a competence violation. These negative impacts carried over into trust restoration, which was significantly slower after an intentional violation than a competence violation. Furthermore, study findings suggest that after an intentional violation, trust restored more quickly when surveillance was implemented than when compensation was offered. Though the opposite did not hold true for a competence violation, the findings did approach significance. Drawing from these findings, implications and future research recommendations are discussed.
Show less - Date Issued
- 2015
- Identifier
- CFE0005892, ucf:50895
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005892
- Title
- Same Fight, Different Player: An Insight into Culture, Information Sharing, and Team Performance.
- Creator
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McCoy, Cecily, Fritzsche, Barbara, Salas, Eduardo, Mouloua, Mustapha, Mangos, Phillip, University of Central Florida
- Abstract / Description
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The purpose of this study was to examine the relations among culture, information sharing, and performance among culturally-homogeneous NATO Officer teams. Forty-eight teams participated from five countries, namely, Bulgaria, Netherlands, Norway, Sweden, and USA. Teams of four participants were randomly assigned to a role and the task was an interdependent computer-based mission using an adapted version of Neverwinter Nights(TM) (Bioware, 2003), where they had to communicate among teammates...
Show moreThe purpose of this study was to examine the relations among culture, information sharing, and performance among culturally-homogeneous NATO Officer teams. Forty-eight teams participated from five countries, namely, Bulgaria, Netherlands, Norway, Sweden, and USA. Teams of four participants were randomly assigned to a role and the task was an interdependent computer-based mission using an adapted version of Neverwinter Nights(TM) (Bioware, 2003), where they had to communicate among teammates and with non-human players to find weapons caches and other mission objectives. Not one individual had all of the information needed to perform the tasks; thus, they needed to share information with each other. The results of the study suggested that total information sharing was related to both team performance and cultural values (Power Distance, Individualism, and Uncertainty Avoidance). Specifically, Situation Update was the information sharing dimension that was significantly related to team performance. In addition, culture moderated the relations between information sharing and team performance. Specifically, there were hypotheses regarding Individualism moderating the relations between (a) Supporting Behavior, (b) Information Exchange, and (c) Reinforcement / Punishment and team performance. The results were that for high Individualists, the more supporting behavior, the better the teams performed. For low Individualists, the more supporting behavior, the worse the teams performed (-)a finding that was in the opposite direction than hypothesized. In support of the hypotheses, for high Individualists, as Information Exchange and Reinforcement / Punishment increased, team performance also increased. Conversely, for low Individualists, as Information Exchange and Reinforcement / Punishment increased, team performance decreased. A Task Direction x Power Distance interaction was also hypothesized and supported. Task Direction was positively related to team performance for high-Power Distance teams. For low-Power Distance teams, an increase in task direction was associated with a decrease in team performance. In addition, the effective teams exchanged more information and communicated similarly during the beginning, middle, and end of the missions. Moreover, high-Individualist teams were more successful and spent more time communicating about Planning in the beginning, and Situation Update for both the middle and end of the task. In contrast, teams low on Individualism spent more time communicating about Planning for all three phases of the task. There were also interesting rank differences in Information Sharing between senior and junior Norwegian Officers that are noteworthy. Study limitations, contributions, and practical implications for military teams and similar career fields were discussed.
Show less - Date Issued
- 2013
- Identifier
- CFE0004716, ucf:49806
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004716
- Title
- The Development and Testing of a Measurement System to Assess Intensive Care Unit Team Performance.
- Creator
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Dietz, Aaron, Salas, Eduardo, Jentsch, Florian, Sims, Valerie, Rosen, Michael, Burke, Shawn, University of Central Florida
- Abstract / Description
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Teamwork is essential for ensuring the quality and safety of healthcare delivery in the intensive care unit (ICU). Complex procedures are conducted with a diverse team of clinicians with unique roles and responsibilities. Information about care plans and goals must also be developed, communicated, and coordinated across multiple disciplines and transferred effectively between shifts and personnel. The intricacies of routine care are compounded during emergency events, which require ICU teams...
Show moreTeamwork is essential for ensuring the quality and safety of healthcare delivery in the intensive care unit (ICU). Complex procedures are conducted with a diverse team of clinicians with unique roles and responsibilities. Information about care plans and goals must also be developed, communicated, and coordinated across multiple disciplines and transferred effectively between shifts and personnel. The intricacies of routine care are compounded during emergency events, which require ICU teams to adapt to rapidly changing patient conditions while facing intense time pressure and conditional stress. Realities such as these emphasize the need for teamwork skills in the ICU. The measurement of teamwork serves a number of different purposes, including routine assessment, directing feedback, and evaluating the impact of improvement initiatives. Yet no behavioral marker system exists in critical care for quantifying teamwork across multiple task types. This study contributes to the state of science and practice in critical care by taking a (1) theory-driven, (2) context-driven, and (3) psychometrically-driven approach to the development of a teamwork measure. The development of the marker system for the current study considered the state of science and practice surrounding teamwork in critical care, the application of behavioral marker systems across the healthcare community, and interviews with front line clinicians. The ICU behavioral marker system covers four core teamwork dimensions especially relevant to critical care teams: Communication, Leadership, Backup and Supportive Behavior, and Team Decision Making, with each dimension subsuming other relevant subdimensions. This study provided an initial assessment of the reliability and validity of the marker system by focusing on a subset of teamwork competencies relevant to subset of team tasks. Two raters scored the performance of 50 teams along six subdimensions during rounds (n=25) and handoffs (n=25). In addition to calculating traditional forms of reliability evidence [intraclass correlations (ICCs) and percent agreement], this study modeled the systematic variance in ratings associated with raters, instances of teamwork, subdimensions, and tasks by applying generalizability (G) theory. G theory was also employed to provide evidence that the marker system adequately distinguishes teamwork competencies targeted for measurement. The marker system differentiated teamwork subdimensions when the data for rounds and handoffs were combined and when the data were examined separately by task (G coefficient greater than 0.80). Additionally, variance associated with instances of teamwork, subdimensions, and their interaction constituted the greatest proportion of variance in scores while variance associated with rater and task effects were minimal. That said, there remained a large percentage of residual error across analyses. Single measures ICCs were fair to good when the data for rounds and handoffs were combined depending on the competency assessed (0.52 to 0.74). The ICCs ranged from fair to good when only examining handoffs (0.47 to 0.69) and fair to excellent when only considering rounds (0.53 to 0.79). Average measures ICCs were always greater than single measures for each analysis, ranging from good to excellent (overall: 0.69 to 0.85, handoffs: 0.64 to 0.81, rounds: 0.70 to 0.89). In general, the percent of overall agreement was substandard, ranging from 0.44 to 0.80 across each task analysis. The percentage of scores within a single point, however, was nearly perfect, ranging from 0.80 to 1.00 for rounds and handoffs, handoffs, and rounds. The confluence of evidence supported the expectation that the marker system differentiates among teamwork subdmensions. Yet different reliability indices suggested varying levels of confidence in rater consistency depending on the teamwork competency that was measured. Because this study applied a psychometric approach, areas for future development and testing to redress these issues were identified. There also is a need to assess the viability of this tool in other research contexts to evaluate its generalizability in places with different norms and organizational policies as well as for different tasks that emphasize different teamwork skills. Further, it is important to increase the number of users able to make assessments through low-cost, easily accessible rater training and guidance materials. Particular emphasis should be given to areas where rater reliability was less than ideal. This would allow future researchers to evaluate team performance, provide developmental feedback, and determine the impact of future teamwork improvement initiatives.
Show less - Date Issued
- 2014
- Identifier
- CFE0005482, ucf:50356
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005482
- Title
- Examining the Impact of Error Encouragement on Training Outcomes.
- Creator
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Lyons, Rebecca, Salas, Eduardo, Jentsch, Florian, Joseph, Dana, Cendan, Juan, Burke, Shawn, University of Central Florida
- Abstract / Description
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Error management training has been praised as an effective strategy for facilitating adaptive transfer. However, potential variations have not yet been examined to determine if an alternative format may be equally or more effective. As standard practice, error-related instructions in error management training encourage learners to make errors and to view these errors as learning opportunities. Also, an overwhelming majority of research on this topic has focused learner development of...
Show moreError management training has been praised as an effective strategy for facilitating adaptive transfer. However, potential variations have not yet been examined to determine if an alternative format may be equally or more effective. As standard practice, error-related instructions in error management training encourage learners to make errors and to view these errors as learning opportunities. Also, an overwhelming majority of research on this topic has focused learner development of procedural computer software skills. The empirical literature provides little guidance in terms of the boundaries within which error management training is an effective training approach. The purpose of this research was to examine the relative effectiveness of a modified error management training approach for influencing adaptive transfer in contrast to both standard error management training and error avoidant training. The modified error management approach encouraged learners to do their best to avoid errors, but maintained traditional instructions to learn from errors. The effectiveness of these three training conditions for promoting adaptive transfer was examined in two studies. The first study applied the error strategies to a complex decision-making task, and the second study compared the strategies relative effectiveness for a fine motor skills task. Study 1 results indicated that both error management training approaches were associated with higher adaptive learning compared to an error avoidant training approach. Error management and the modified error management did not significantly differ. In Study 2, error management training and error avoidant training both demonstrated greater adaptive transfer than did the modified approach. The mediating roles of metacognition and emotion regulation were examined, but unsupported, in both studies. Implications for future research and organizational practice are discussed.
Show less - Date Issued
- 2014
- Identifier
- CFE0005372, ucf:50444
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005372
- Title
- Unintentionally unethical: How uncivil leaders violate norms and hurt group performance.
- Creator
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Coultas, Christopher, Salas, Eduardo, Salazar, Maritza, Burke, Shawn, Fritzsche, Barbara, University of Central Florida
- Abstract / Description
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Incivility is a common form of low-grade aggression that lacks a clear intent to harm, that violates community norms and values for interpersonal conduct, and is often chronic in nature (Andersson (&) Pearson, 1999; Cortina, Magley, Williams, (&) Langhout, 2001). Because of its subtleties, it is difficult at times to detect and even more difficult to prevent. However, it is an essential phenomenon to research, due to its ubiquity and negative impact on worker outcomes such as job satisfaction...
Show moreIncivility is a common form of low-grade aggression that lacks a clear intent to harm, that violates community norms and values for interpersonal conduct, and is often chronic in nature (Andersson (&) Pearson, 1999; Cortina, Magley, Williams, (&) Langhout, 2001). Because of its subtleties, it is difficult at times to detect and even more difficult to prevent. However, it is an essential phenomenon to research, due to its ubiquity and negative impact on worker outcomes such as job satisfaction and psychological health (Cortina et al., 2001). Incivility instigated by those in authority may be an even bigger problem, due to victims' fear of retaliation in the event that they choose to report the incivility (Estes (&) Wang, 2008). Furthermore, as the global economy shrinks and intercultural interactions become the rule rather than the exception, the norms for (")good interpersonal conduct(") become blurred, leading to even greater and more frequent incivility (Milam, Spitzmueller, (&) Penney, 2009; Pearson (&) Porath, 2005). Yet while it logically follows that incivility may be defined differently across different cultures, little research has been done on this topic. Furthermore, it is unclear how to (")fix(") the incivility problem in the workplace. Pearson and Porath (2005) suggested that organizational norms strongly endorsing civility could mitigate the occurrence of workplace incivility. The purpose of this research is to test the effects of internal cultural values and external group norms on perceptions of and reactions to leader incivility in a group setting.To test this, I manipulated leader incivility, cultural values, and group civility norms in a laboratory setting. Participants were exposed to a cultural value prime in which they were primed to endorse either high or low power distance values. Then, in a group setting, participants were presented with either a pro-civility or neutral group norm, and proceeded to engage in a groupivdiscussion with a confederate leader. This confederate leader was inconspicuously selected from among the participants and followed a script in which he consistently engaged in incivility towards both group members while conducting the group discussion. After completing the group discussion, the leader left for leader training and the participants engaged in an interdependent business simulation. At periodic segments throughout the experiment, I assessed participants' affective states as well as their perceptions of interactional justice and intragroup conflict.Regression analyses generally supported hypotheses regarding the moderating effect of values on perceptions of and reactions to incivility. Power distance predicted individuals' assessment of justice in the face of leader incivility; the interaction effect of power distance values and civility norms approached (but did not achieve) significance. Justice perceptions were strongly negatively correlated with participants' experience of anger; anger was found to mediate the relationship between participants' justice assessments (when the leader was present) and their perceptions of intragroup conflict (when the leader was absent). Power distance values and civility norms both moderated the relationship between anger and individual-level perception of intragroup conflict. At the group level of analysis, relationship conflict negatively predicted group performance, but task conflict positively predicted group performance, when there were pro-civility norms in place. These findings have implications for diverse organizations attempting to promote justice, harmony, and civility within their organizations. Incivility is a nuanced phenomenon and one that is perceived and responded to differently across individuals. Cultural values play a role, but so do organizational norms. Future research is needed to explore further the interactive effects of cultural values and organizational norms, and how organizations can leverage these to prevent the occurrence and negative consequences of workplace incivility.
Show less - Date Issued
- 2012
- Identifier
- CFE0004667, ucf:49899
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004667
