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Title: SUPERVISOR EXPECTATIONS, EVENT REPORTING, AND PATIENT SAFETY PERCEPTIONS: EXPLORING POTENTIAL MODERATORS AND MEDIATORS.
Creator: Hernandez, Claudia, Burke, Shawn, University of Central Florida
Abstract / Description: Given the high number of errors and negative events committed within medical settings, the emphasis on patient safety culture is becoming more prevalent. Despite this effort, underreporting has been and continues to be an issue in this area. Some research has shown a link between underreporting and lack of management responsiveness, but more work is necessary to identify reasons for underreporting and potential mitigating solutions. The objective of the present research is to answer questions...
Show moreGiven the high number of errors and negative events committed within medical settings, the emphasis on patient safety culture is becoming more prevalent. Despite this effort, underreporting has been and continues to be an issue in this area. Some research has shown a link between underreporting and lack of management responsiveness, but more work is necessary to identify reasons for underreporting and potential mitigating solutions. The objective of the present research is to answer questions regarding the impact supervisors have on staff's patient safety perceptions and event reporting, through the use of archival survey data collected with the AHRQ Hospital Safety Culture Survey (2004). Probable moderators and mediators of key relationships were explored as well. Results are presented and their implications are discussed herein.
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Date Issued: 2016
Identifier: CFH2000084, ucf:45551
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFH2000084

Title: Group Composition Characteristics as Predictors of Shared Leadership: An Exploration of Competing Models of Shared Leadership Emergence.
Creator: Currie, Richard, Ehrhart, Mark, Burke, Shawn, Jex, Steve, University of Central Florida
Abstract / Description: The study of leadership in organizations has received much research attention over the past several decades. However, most of this research has examined hierarchical structures of leadership wherein one individual leads, or is perceived to lead, several other individuals. With a growing number of organizations structuring employees within teams or work groups, researchers have begun studying the ways in which leadership operates in groups. One alternative to the traditional hierarchical...
Show moreThe study of leadership in organizations has received much research attention over the past several decades. However, most of this research has examined hierarchical structures of leadership wherein one individual leads, or is perceived to lead, several other individuals. With a growing number of organizations structuring employees within teams or work groups, researchers have begun studying the ways in which leadership operates in groups. One alternative to the traditional hierarchical structure is for leadership to be distributed or shared in groups such that multiple group members contribute to the overall leadership function of the group. As a result, researchers have begun examining the construct of shared leadership, which is defined as the extent to which multiple group members share in the leadership function of the group. Because shared leadership is a relatively new concept in the research literature, our knowledge of the antecedents of shared leadership is limited. The primary aim of the present research was to explore group composition as a potential antecedent of shared leadership in teams. Group composition was examined in terms of the agreeableness, extraversion, collectivistic work orientation, and trait competitiveness within the group. Mean, minimum/maximum, and variance models of group composition were employed in the present research. A sample of 385 participants comprised a total of 97 groups of three to six individuals to complete a leaderless group discussion exercise and completed measures of shared leadership after completing the group exercise. Results from a series of hierarchical linear regression analyses found no significant relationships between any of predictors and shared leadership using either a social network analysis or a referent-shift approach. Given the short amount of time group members worked on the group task, a clear implication of these findings is that shared leadership requires adequate time to manifest in groups.
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Date Issued: 2019
Identifier: CFE0007446, ucf:52694
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0007446

Title: examining followership role orientation.
Creator: Monsky, Douglas, Burke, Shawn, Shoss, Mindy, Bowers, Clint, University of Central Florida
Abstract / Description: This study attempts to make steps toward filling significant gaps in the followership literature. The study of followership has often been seen through the lens of leaders' ability to impart change in follower behavior. In doing so, the literature has primarily focused on leader behavior as the agent of change rather than acknowledging followers as active agents in their own behaviors. However, some recent research has shown the emergence of followers as the primary focus, even looking at how...
Show moreThis study attempts to make steps toward filling significant gaps in the followership literature. The study of followership has often been seen through the lens of leaders' ability to impart change in follower behavior. In doing so, the literature has primarily focused on leader behavior as the agent of change rather than acknowledging followers as active agents in their own behaviors. However, some recent research has shown the emergence of followers as the primary focus, even looking at how their actions can change the way leaders act. This research focuses primarily on followership role orientations as mental models which specify the attributes an individual expects good followers to possess. In particular, follower personality traits, core self-evaluations, and self-construal were investigated as antecedents of followership role orientations (co-production and passive). Additionally, the relationship between these role orientations and enacted follower behavior (voice and upward delegation) were examined with task-specific self-efficacy investigated as a moderating variable. While most of the antecedents proved to be significant predictors, some of the coefficient directions were unexpected. Finally, results indicated that both role orientations were significant predictors of voice behavior and upward delegation.
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Date Issued: 2018
Identifier: CFE0007346, ucf:52127
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0007346

Title: Identifying Type of Expertise as a Means to Measure CRM Knowledge Structures.
Creator: Jimenez, Camilo, Jentsch, Florian, Shumaker, Randall, Burke, Shawn, Sims, Valerie, University of Central Florida
Abstract / Description: Crew Resource Management (CRM) training has evolved since its inception in the 1980s to better accommodate the operational needs of flight crews. However, even as the aviation and research communities have pointed to the potential benefit of providing CRM training, some criticism continues to emerge periodically which claims that there is no concrete evidence of its impact on flight deck performance and safety. Therefore, it is imperative to develop tools that allow researchers and, more...
Show moreCrew Resource Management (CRM) training has evolved since its inception in the 1980s to better accommodate the operational needs of flight crews. However, even as the aviation and research communities have pointed to the potential benefit of providing CRM training, some criticism continues to emerge periodically which claims that there is no concrete evidence of its impact on flight deck performance and safety. Therefore, it is imperative to develop tools that allow researchers and, more importantly, practitioners, to more effectively and objectively assess training effectiveness and identify whether or not desired CRM behaviors are being put to practice during line operations.This study focused on evaluating pilots' CRM schemas and identifying differences in CRM knowledge structures among pilots. Differences in CRM knowledge and opinions about training could be an indication of the existence of what Hatano and Inagaki (1986) have described as two distinct types of expertise, namely, routine and adaptive expertise. The study sought to identify differences among routine and adaptive expert pilots in CRM knowledge structures (schemas), their perceptions on the value and efficacy of current CRM training evaluation, along with their opinion on how CRM training effectiveness could be more accurately assessed. Results from over 250 pilots showed that, in general, participants had a positive view of CRM training and training evaluation, regardless of their type of expertise. Some evidence of potential differences in the structural knowledge of CRM between routine and adaptive experts, as well as, differences in their opinions about CRM training, evaluation, and automation on the flight deck was also identified. Additionally, analysis of survey scores and free response items indicate the existence of a third category of experts, between routine and adaptive expertise (whom I call transitional experts). The study results provide evidence that assessment of CRM schemas could potentially be used as a way to evaluate CRM training effectiveness. The results of the study also indicate that identification of specific training needs for each group of expert may be possible through the assessment of CRM schemas and type of expertise. Implications for practice and theory, limitations of the study, and suggestions for future research are also provided.
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Date Issued: 2018
Identifier: CFE0007200, ucf:52264
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0007200

Title: The Role of Resilience on Second-Victim Outcomes: Examining Individual and External Factors of Medical Professionals.
Creator: Hernandez, Claudia, Burke, Shawn, Bowers, Clint, Porter, Marissa, University of Central Florida
Abstract / Description: The present work is intended to bring awareness to medical professionals impacted by the occurrence of errors they have committed or witnessed (i.e., second-victims) and highlight the negative effects that may result from such errors. The purpose of this research is to test whether resilience and negative affect that is experienced after a medical error are related. Additionally, four variables are tested as moderators of this relationship, two of which are considered individual variables (i...
Show moreThe present work is intended to bring awareness to medical professionals impacted by the occurrence of errors they have committed or witnessed (i.e., second-victims) and highlight the negative effects that may result from such errors. The purpose of this research is to test whether resilience and negative affect that is experienced after a medical error are related. Additionally, four variables are tested as moderators of this relationship, two of which are considered individual variables (i.e., self-efficacy and work meaningfulness), and two of which are characterized as external variables (i.e., co-worker support and organizational support). Twenty-two healthcare professionals from a hospital's Cardio-Vascular Intensive Care Unit participated in a short survey. Results showed a relationship exists between resilience and negative affect experienced by second victims, post-error. The limitations of the current work, practical implications, and ideas for future research will be expanded upon herein.
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Date Issued: 2019
Identifier: CFE0007651, ucf:52475
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0007651

Title: Adaptation and Resilience of Extreme Teams: A Qualitative Study Using Historiometric Analysis.
Creator: Padgett, Lauren, Burke, Shawn, Jentsch, Florian, Bowers, Clint, University of Central Florida
Abstract / Description: The business and academic worlds agree that team resilience and team adaptation are in increasing need of study. This study explores the behavioral processes of team adaptation(-)specifically, those action phase and interpersonal processes mapped by Marks, Mathieu, and Zaccaro (2001) and overlapping with the team adaptation model by Burke, Stagl, Salas, Pierce, and Kendall (2006) and expanded by Rosen et al. (2011). Additionally, the impact of trigger type on adaptive behaviors is explored as...
Show moreThe business and academic worlds agree that team resilience and team adaptation are in increasing need of study. This study explores the behavioral processes of team adaptation(-)specifically, those action phase and interpersonal processes mapped by Marks, Mathieu, and Zaccaro (2001) and overlapping with the team adaptation model by Burke, Stagl, Salas, Pierce, and Kendall (2006) and expanded by Rosen et al. (2011). Additionally, the impact of trigger type on adaptive behaviors is explored as suggested by Maynard and Kennedy (2016). Theseexplorations are conducted within the context of extreme teams, and the primary method used is Crayne and Hunter's (2018) historiometric analysis (HMA). The chosen sources include crewdiaries and new articles detailing the events of the 2014-2015 Volvo Ocean. Critical incidents are pulled from these sources and coded for trigger type as either taskwork- or teamwork-focused,and the adaptive behaviors in response to these triggers are coded in a bottom up, emergent process. The data is reported as rank-ordered frequencies. Results suggest that resilient teamsengage in some of those processes suggested by the Marks et al. (2001) framework(-)coordination, monitoring, communication, and backup(-)as well as other adaptive behavioral processes. Furthermore, taskwork-focused triggers are seen as resulting in more action phase behavioral adaptation processes, though limited data is found to speak to the mechanisms of teamwork-focused triggers. Future research directions are suggested to include examination of teams of various levels of expertise in both taskwork-specific and generalized teamwork skills.
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Date Issued: 2018
Identifier: CFE0007162, ucf:52294
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0007162

Title: The relationship between team role sub-dimensions, personality, and team effectiveness.
Creator: Howell, Ryan, Burke, Shawn, Bowers, Clint, Driskell, James, University of Central Florida
Abstract / Description: A manned mission to Mars would be the longest manned mission (both by distance and duration) to date by a considerable margin. Such a mission poses a unique set of challenges to astronaut teams, including extreme levels of isolation and confinement never before experienced by Earth-bound teams. A crucial step in ensuring the team will arrive back on Earth safely is selecting those individuals who are most apt for the job. To facilitate the selection process and development of countermeasures,...
Show moreA manned mission to Mars would be the longest manned mission (both by distance and duration) to date by a considerable margin. Such a mission poses a unique set of challenges to astronaut teams, including extreme levels of isolation and confinement never before experienced by Earth-bound teams. A crucial step in ensuring the team will arrive back on Earth safely is selecting those individuals who are most apt for the job. To facilitate the selection process and development of countermeasures, this work (as part of a larger NASA research grant) involves examining the relationship between personality (Big 5; openness, conscientiousness, extraversion, agreeableness, emotional stability) and the team role sub-dimensions, which are defined as patterns of behavior which comprise team roles, of sociability, task orientation, and dominance. Additionally, I will also examine to what extent enacting team roles (e.g., 'Critic', 'Entertainer', 'Team Player', etc.) ensures mission success, such that more effective teams will distribute team roles as needed. The data for this project was derived from NASA's HERA (Human Exploration Research Analog), a study environment meant to simulate long-duration space exploration missions. In addition to presenting hypotheses and data analyses, implications and future steps will also be addressed.
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Date Issued: 2018
Identifier: CFE0007194, ucf:52276
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0007194

Title: Cultural Differences in Forgiveness: Fatalism, Trust Violations, and Trust Repair Efforts in Interpersonal Collaboration.
Creator: Wildman, Jessica, Salas, Eduardo, Fritzsche, Barbara, Burke, Shawn, University of Central Florida
Abstract / Description: Mistakes and betrayals can cause developing interpersonal trust between parties to be broken, and damaged trust can have serious negative impacts on relationships, such as withdrawal from group interaction or the enactment of revenge. Research has suggested that the use of apologies helps to repair damaged trust. However, this research is almost exclusively based in westernized populations and has not begun to explore any cross-cultural differences. Therefore, the primary goal of this...
Show moreMistakes and betrayals can cause developing interpersonal trust between parties to be broken, and damaged trust can have serious negative impacts on relationships, such as withdrawal from group interaction or the enactment of revenge. Research has suggested that the use of apologies helps to repair damaged trust. However, this research is almost exclusively based in westernized populations and has not begun to explore any cross-cultural differences. Therefore, the primary goal of this comparative cross-national laboratory study was to examine if, and how, the effectiveness of trust repair efforts differs across cultures. The effectiveness of three manipulated trust repair strategies (no response, apology, and account) was tested using students from universities in the United States (U.S.) and in the United Arab Emirates (UAE). The results of the study indicate that fatalism, or the belief that events in life are meant to occur, was negatively related to initial trust and positively related to initial distrust toward one's collaborative partner. It was also found that higher levels of fatalism were associated with more severe trust damage after a trust violation. Regarding the trust repair strategies, accounts were more effective at repairing trust than no response for high fatalism participants whereas apologies were more effective than accounts at reducing distrust after a violation for low fatalism participants, providing partial support for the idea that trust repair strategies are more effective when matched to the cultural self-construal of the victim. Finally, initial distrust and trust directly after the violation were predictive of taking revenge on the other player. Implications are discussed along with the study limitations and suggestions for future research.
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Date Issued: 2011
Identifier: CFE0004178, ucf:49080
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004178

Title: Beauty and the Beast: The Attractiveness Bias in an Online Peer Mentoring Program.
Creator: Garcia, Carollaine, Jentsch, Kimberly, Jentsch, Florian, Fritzsche, Barbara, Burke, Shawn, University of Central Florida
Abstract / Description: The bias against attractiveness is fairly implicit and furthermore, powerfully impacts people's subsequent impressions of and behaviors toward others (Cash, Gillen, (&) Burns, 1977; Dion et al., 1972). Pallet, Link and Lee (2010) examined the effect of various facial spatial configurations on attractiveness and found that raters rated faces as most attractive when the eye-to-mouth ratio approximated 36% of the face length (the "golden ratio"), which coincides with the measurements of an...
Show moreThe bias against attractiveness is fairly implicit and furthermore, powerfully impacts people's subsequent impressions of and behaviors toward others (Cash, Gillen, (&) Burns, 1977; Dion et al., 1972). Pallet, Link and Lee (2010) examined the effect of various facial spatial configurations on attractiveness and found that raters rated faces as most attractive when the eye-to-mouth ratio approximated 36% of the face length (the "golden ratio"), which coincides with the measurements of an average and thus more attractive face. The present study examined the extent to which the distance of these objectively measured facial features affected mentors' perceptions of their prot(&)#233;g(&)#233;s, the subsequent mentoring given to them, and the prot(&)#233;g(&)#233;s' own behavior (e.g. seek feedback, request specific information).The gender composition of the mentor-prot(&)#233;g(&)#233; dyad was expected to moderate these relationships. I also examined whether, given the expected effects of facial measurements, withholding access to visual cues would affect mentor perceptions and behavior. Participants were 118 mentor/prot(&)#233;g(&)#233; dyads from a large Southeastern university who volunteered to participate in a formal online peer mentoring program. After seeing their prot(&)#233;g(&)#233;s' profiles (and for those in the experimental condition, a picture), mentors chatted with their prot(&)#233;g(&)#233;s once a week for 30 minutes for a total of 4 weeks. Results indicated that prot(&)#233;g(&)#233;s with facial features moderately distant from the golden ratio were perceived as more similar by mentors in same-gender dyads and received greater mentoring than did prot(&)#233;g(&)#233;s closest and farthest from the golden ratio. In opposite-gender dyads, however, mentors reported greater similarity toward those that were farthest from the golden ratio but provided the greatest mentoring to those closest to the golden ratio. The relationship between facial measurements and prot(&)#233;g(&)#233; proactivity was moderated by whether or not their mentor had access to their picture. While prot(&)#233;g(&)#233;s closest to the ratio were more proactive in the picture condition, those that were farthest from it were more proactive in the non-picture condition. Proactivity was as expected associated with greater levels of mentoring, which was ultimately related to a more fulfilled and beneficial relationship for prot(&)#233;g(&)#233;s (i.e. less stress, greater self-efficacy and satisfaction). The results of this study indicate that facial measurements are associated with both differences in mentor and in prot(&)#233;g(&)#233; behavior and that the specific nature of these relationships differs as a function of gender composition. Implications for practice and theory will be discussed.
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Date Issued: 2012
Identifier: CFE0004504, ucf:49275
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004504

Title: Investigative Interviewing: A Team-Level Approach.
Creator: Driskell, James, Salas, Eduardo, Joseph, Dana, Mouloua, Mustapha, Burke, Shawn, University of Central Florida
Abstract / Description: To date, the tandem interview approach has yet to be scientifically vetted as an investigative interviewing technique. Specifically, it is unclear what affect the application of two interviewers has on the investigative process. This is alarming considering that this approach is regularly applied under current law enforcement operations. Despite a dearth of research examining the tandem interview approach in investigative interviews, the extensive research on teams would lead us to believe...
Show moreTo date, the tandem interview approach has yet to be scientifically vetted as an investigative interviewing technique. Specifically, it is unclear what affect the application of two interviewers has on the investigative process. This is alarming considering that this approach is regularly applied under current law enforcement operations. Despite a dearth of research examining the tandem interview approach in investigative interviews, the extensive research on teams would lead us to believe that teams should benefit the overall investigative interview process and outperform individuals in detecting lies. Consequently, the goals of this research were to investigate these potential benefits. Findings from a laboratory study consisting of 90 simulated investigative interviews (N = 225) revealed several advantages associated with the application of the tandem interview approach. First, tandem interviewers found conducting the investigative interview to be less cognitively demanding and paid more attention to diagnostic cues to deception. Second, tandem interviewers conducted superior interviews than single interviewers. Specifically, they were able to obtain more information from interviewees, asked more open-ended questions, and asked a greater total number of questions. Despite outperforming single interviewers during the interview, tandem interviewers were unable to detect deception better than single interviewers. Still, overall detection rates were better than previous research. The general findings from this study suggest that tandem interviewers that adopt a rapport-based approach throughout the investigative interview can enhance investigative interviewing outcomes. Theoretical and practical implications, limitations, and future research are discussed.
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Date Issued: 2013
Identifier: CFE0004992, ucf:49558
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004992

Title: Conflict in Virtually Distributed Teams.
Creator: Darling, Budd, Salas, Eduardo, Bowers, Clint, Burke, Shawn, University of Central Florida
Abstract / Description: The purpose of this paper was two-fold. The first was to investigate the impact of conflict as a mediator in the relationship between distribution and team performance. The second was to examine how that relationship was affected by virtuality. Four-member teams of different distributions (partially distributed, fully distributed, and fully collocated) and different virtuality conditions (videoconferencing, teleconferencing, and chat) played a team-oriented game. Significant results were...
Show moreThe purpose of this paper was two-fold. The first was to investigate the impact of conflict as a mediator in the relationship between distribution and team performance. The second was to examine how that relationship was affected by virtuality. Four-member teams of different distributions (partially distributed, fully distributed, and fully collocated) and different virtuality conditions (videoconferencing, teleconferencing, and chat) played a team-oriented game. Significant results were found only in the videoconferencing condition, in which both distribution and task conflict had a negative impact on team performance, but task conflict did not mediate the relationship between distribution and team performance. Further research investigating how virtuality impacts distributed teams in needed.
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Date Issued: 2013
Identifier: CFE0004987, ucf:49552
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004987

Title: Where's the Boss? The Influences of Emergent Team Leadership Structures on Team Outcomes in Virtual and Distributed Environments.
Creator: Porter, Marissa, Salas, Eduardo, Jentsch, Florian, Joseph, Dana, Burke, Shawn, University of Central Florida
Abstract / Description: The influence of leadership on team success has been noted extensively in research and practice. However, as organizations move to flatter team based structures with workers communicating virtually across space and time, our conceptualization of team leadership must change to meet these new workplace demands. Given this need, the current study aims to begin untangling the effects of distribution and virtuality on team leadership structure and subsequent team outcomes that may be affected by...
Show moreThe influence of leadership on team success has been noted extensively in research and practice. However, as organizations move to flatter team based structures with workers communicating virtually across space and time, our conceptualization of team leadership must change to meet these new workplace demands. Given this need, the current study aims to begin untangling the effects of distribution and virtuality on team leadership structure and subsequent team outcomes that may be affected by differences in conceptualizing such structures. Specifically, the goals of this study were threefold. First, this study investigated how the physical distribution of members may impact perceptions of team leadership structure, depending on virtual tool type utilized for communicating. Second, this study explored how different indices of team leadership structure may have different influences on team outcomes, specifically in terms of conceptualizing the degree to which multiple members are perceived as collectively enacting particular leadership behaviors via a network density metric, and conceptualizing team leadership in regards to the specialization of members into particular behavioral roles, as captured via role distance and role variety indices. Finally, this study expanded on current research regarding team leadership structure by examining how the collective enactment of particular leadership (i.e., structuring/planning, problem solving, supporting social climate) behaviors may facilitate specific teamwork processes (i.e., transition, action, interpersonal), leading to enhanced team performance, as well as how leadership role specialization may impact overall teamwork and team performance.Findings from a laboratory study of 188 teams participating in a simulated decision making task reveal a significant interaction for the influences of physical distribution and virtuality on perceptions of leadership structure, such that less distributed teams (i.e., those with fewer isolated members) were more likely to perceive their distributed members as participating in the collective enactment of necessary leadership responsibilities when communicating via richer media (i.e., videoconferencing, teleconferencing) than less rich media (i.e., instant messaging). However, virtuality and distribution did not impact the degree to which members were perceived as specializing in a particular leadership role, or the overall variety of leadership roles being performed. In terms of team outcomes, the perceived collective enactment of leadership emanating from distributed team members significantly predicted teamwork, while the perceived collective leadership of collocated members did not have a significant impact. Specifically, greater distributed team member involvement in the collective enactment of structuring/planning leadership positively impacted team transition processes, while the collective enactment of supporting the social climate positively predicted team interpersonal processes. Although the relationship between perceived leadership role specialization, in terms of role distance and role variety, and team performance was mediated by overall teamwork processes as expected, leadership role specialization had a negative impact on overall teamwork. Finally, while team action processes did not serve to mediate the relationship between perceived problem solving network density and team performance, team transition processes mediated the relationships between the collective enactment of structuring/planning for distributed members and team performance. The collective enactment of supporting the social climate by distributed team members and its relationship to team performance was also mediated by interpersonal teamwork processes. Together, these results reveal the importance in considering context, specifically virtuality and physical distribution, when designing, developing and maintaining effective team leadership, teamwork, and team performance. Furthermore, they provide unique insight regarding how different configurations of leadership may be possible in teams. Study limitations, practical implications, and recommendations for future research and practice are further discussed.
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Date Issued: 2013
Identifier: CFE0004911, ucf:49603
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004911

Title: The Effects of Scoring Technique on Situational Judgment Test Validity.
Creator: Miller, Daniel, Jentsch, Kimberly, Jentsch, Florian, Fritzsche, Barbara, Burke, Shawn, University of Central Florida
Abstract / Description: Situational Judgment Tests (SJTs) are frequently used by organizations as a face-valid selection measure with low adverse impact and a relatively strong relationship with relevant criteria. Despite their common use, there remain several research questions regarding the theoretical foundations and characteristics of SJTs. Additionally, developments in SJT scoring provide fertile ground for research to validate new scoring techniques to better predict criteria of interest. Motowidlo and his...
Show moreSituational Judgment Tests (SJTs) are frequently used by organizations as a face-valid selection measure with low adverse impact and a relatively strong relationship with relevant criteria. Despite their common use, there remain several research questions regarding the theoretical foundations and characteristics of SJTs. Additionally, developments in SJT scoring provide fertile ground for research to validate new scoring techniques to better predict criteria of interest. Motowidlo and his colleagues (2006) recently developed a scoring technique for SJTs based on the principle of Implicit Trait Policies (ITPs) which are implicit beliefs concerning the effectiveness of different behavioral choices that demonstrate varying levels of targeted traits. Individuals high in these targeted traits will rate item responses that demonstrate high levels of that particular trait as more effective. Taking into consideration this new method, and also considering the multitude of scoring methods already available to test developers, it logically follows that these different scoring methods will have different correlations with constructs of interest, and that by using this new method it may be possible to achieve a much higher correlation with personality. The effects of scoring technique on relationships between SJT scores and constructs of interest such as personality will in turn have effects on the criterion validity of the SJT. This research explored how scoring methods affected the relationship SJT scores have with general mental ability, personality traits, typical performance, and maximum performance. Results indicated significant differential validity as a function of the respondents' race. For minority participants, SJT scores predicted (")maximum performance ratings(") in a simulation exercise but not (")typical performance ratings(") provided by familiar peers. However, the reverse was true for Caucasian participants. The two scoring methods demonstrated differential validity. However, the nature of these differences varied as a function of the performance dimension in question (i.e., agreeableness, extraversion). Implications for future research will be discussed as well as the practical implications of these findings.
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Date Issued: 2011
Identifier: CFE0004484, ucf:49314
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004484

Title: Assessment Center Structure and Construct Validity: A New Hope.
Creator: Wiese, Christopher, Jentsch, Kimberly, Salas, Eduardo, Jentsch, Florian, Burke, Shawn, University of Central Florida
Abstract / Description: Assessment Centers (ACs) are a fantastic method to measure behavioral indicators of job performance in multiple diverse scenarios. Based upon a thorough job analysis, ACs have traditionally demonstrated very strong content and criterion-related validity. However, researchers have been puzzled for over three decades with the lack of evidence concerning construct validity. ACs are designed to measure critical job dimensions throughout multiple situational exercises. However, research has...
Show moreAssessment Centers (ACs) are a fantastic method to measure behavioral indicators of job performance in multiple diverse scenarios. Based upon a thorough job analysis, ACs have traditionally demonstrated very strong content and criterion-related validity. However, researchers have been puzzled for over three decades with the lack of evidence concerning construct validity. ACs are designed to measure critical job dimensions throughout multiple situational exercises. However, research has consistently revealed that different behavioral ratings within these scenarios are more strongly related to one another (exercise effects) than the same dimension rating across scenarios (dimension effects). That is, results from ACs suggest that we are unsure of what these behavioral measures represent. Over the last three decades, researchers have sought to illuminate why same dimension ratings are inconsistent across scenarios. However, these investigations have been limited to changes influencing the source of the ratings (e.g., assessors, trained raters). No approach has been taken to change the structure of the AC. This study breaks with tradition and introduces a structurally different AC: A Day-In-The Life AC (DITLAC). A DITLAC structure is designed to mimic that of a normal day on the job. In the present study, the construct validity between a DITLAC and a traditionally structured AC is compared with the argument that the DITLAC will demonstrate stronger construct validity evidence. In several cases, this was found to be true.
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Date Issued: 2015
Identifier: CFE0005905, ucf:50878
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0005905

Title: Examining the impact of a fatigue intervention on job performance: A longitudinal study across United States hospitals.
Creator: Gregory, Megan, Salas, Eduardo, Wang, Wei, Fritzsche, Barbara, Burke, Shawn, University of Central Florida
Abstract / Description: Fatigue in healthcare providers has been linked to dangerous outcomes for patients, including medical errors, surgical complications, and accidents. Resident physicians, who traditionally work long hours on minimal sleep, are among the most fatigued. In attempt to mitigate the impact of fatigue on resident physician performance and improve patient safety, the Accreditation Council for Graduate Medical Education (ACGME) implemented a fatigue intervention program in 2011 for medical residency...
Show moreFatigue in healthcare providers has been linked to dangerous outcomes for patients, including medical errors, surgical complications, and accidents. Resident physicians, who traditionally work long hours on minimal sleep, are among the most fatigued. In attempt to mitigate the impact of fatigue on resident physician performance and improve patient safety, the Accreditation Council for Graduate Medical Education (ACGME) implemented a fatigue intervention program in 2011 for medical residency programs in the United States. This caused a significant decrease in the number of hours that first-year residents were permitted to work, compared with hours worked by first-year residents in prior years. While studies investigating the impact of the 2011 ACGME fatigue intervention on outcomes are limited thus far, some initial evidence seems to be promising. For instance, Pepper, Schweinfurth, and Herrin (2014) found that the rate of transfers to the intensive care unit after a code blue significantly decreased from pre- to post-intervention. However, it is not currently understood what variables may drive positive changes in patient outcomes, nor how long it may take for these changes to occur. Thus, the purpose of this study was to examine the effect that the 2011 ACGME fatigue intervention has had on job performance in healthcare providers in U.S. hospitals. The current study attempted to address this question by taking both a micro perspective, by drawing upon cognitive theories (Kahneman, 1973, 2011) and skill acquisition theory (Fitts, 1964; Fitts (&) Posner, 1967), as well as a macro perspective, by drawing upon organizational change theories (DiMaggio (&) Powell, 1983).This study combined public-use databases provided by the Center for Medicare and Medicaid Services (CMS). Specifically, 1,277 hospitals in the United States were examined over a five year period on job performance behaviors to determine if there was significant change from pre-intervention to post-intervention. Hospitals were categorized as control hospitals (n = 594) and intervention hospitals (n = 683). More specifically, intervention hospitals were analyzed according to their resident-to-patient bed ratio, using guidelines provided by Patel et al. (2014), including very low resident-to-bed ratio hospitals (n = 174), low resident-to-bed ratio hospitals (n = 287), high resident-to-bed ratio hospitals (n = 143), and very high resident-to-bed ratio hospitals (n = 79). Further, organizational size was examined as a moderator. The current study used discontinuous growth modeling (Bliese, 2008; Ployhart, 2014; J. D. Singer (&) Willett, 2003) to analyze the data, which allowed for investigation into the magnitude and rate of change from pre- to post-intervention. Results show that there was a significant improvement in employee job performance over time across both intervention and control hospitals. In particular, job performance significantly improved abruptly at the transition period (i.e., when the intervention was introduced) and continued to improve gradually throughout the post-intervention period; yet, these results held for both intervention and control hospitals. However, exploratory analyses comparing control hospitals to very high resident-to-bed ratio hospitals found that the latter group improved significantly more at the transition period in comparison to control hospitals. I therefore conclude that there may be some effect of the fatigue intervention on job performance, but this effect may be visible only in very high resident-to-bed ratio hospitals. Further, organizational size was not a significant moderator of the relationship. Future research is needed to confirm these findings.
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Date Issued: 2015
Identifier: CFE0005952, ucf:50807
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0005952

Title: The Nuts and Bolts of Leadership Training: A Meta-Analysis.
Creator: Lacerenza, Christina, Salas, Eduardo, Joseph, Dana, Burke, Shawn, University of Central Florida
Abstract / Description: Organizations within the United States spent over $70 billion on corporate training in 2013; 35% of this budget was allocated to management and leadership, making this field the leading training area for organizations (O'Leonard, 2014). Despite this spending, only 13% of companies believe that they have done a quality job training their leaders (Schwartz, Bersin, (&) Pelster, 2014). This calls into question the utility and effectiveness of current initiatives. In response, this study meta...
Show moreOrganizations within the United States spent over $70 billion on corporate training in 2013; 35% of this budget was allocated to management and leadership, making this field the leading training area for organizations (O'Leonard, 2014). Despite this spending, only 13% of companies believe that they have done a quality job training their leaders (Schwartz, Bersin, (&) Pelster, 2014). This calls into question the utility and effectiveness of current initiatives. In response, this study meta-analytically organizes leadership training literature to identify the conditions under which these programs are most effective. Thus, the current meta-analysis provides the following contributions to the field: (1) meta-analytic data across years (1887 (-) 2014) and organization types, utilizing only employee personnel data; (2) investigation of training effectiveness across all Kirkpatrick (1959) evaluation levels (i.e., trainee reactions, learning, transfer, and results); (3) meta-analytic data computed using updated procedures identified by Morris and DeShon (2002); and (4) an examination of moderators not previously investigated. Based on data from 335 independent samples, results suggest that leadership training is effective across reactions (d = .63), learning (d = .73), transfer (d =. 82), and results (d = .72). The strength of these effect sizes is dependent upon several moderators, but the pattern of results is not consistent across all outcomes. For learning outcomes, programs incorporating information-, demonstration-, and practiced-based delivery methods were most effective while other design and delivery features did not affect results. In regards to transfer, programs that utilized information-, demonstration-, and practice-based methods, feedback, content based on a needs analysis, face-to-face settings, and a voluntary attendance policy produced the largest effect sizes. For results, longer programs that were mandatory, spanned weekly sessions, incorporated practice-based methods, and located on-site produced the largest effect sizes.
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Date Issued: 2015
Identifier: CFE0006341, ucf:51578
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0006341

Title: A Meta-Analytic Integration of What Matters in Training Transfer.
Creator: Hughes, Ashley, Salas, Eduardo, Jentsch, Florian, Bowers, Clint, Burke, Shawn, University of Central Florida
Abstract / Description: Estimates demonstrate that 52- 92% of acquired learning is lost within a year following training (Arthur, Bennett, Stanush, (&) McNelly, 1997; Saks, 2002), wasting billions in organizational spending on training each year (Miller, 2012, 2013, 2014). As such, research on training transfer has garnered attention from theoretical and empirical research alike (e.g., Baldwin (&) Ford, 1988; Blume, Ford, Baldwin, (&) Huang, 2010; Ford (&) Weissbein, 1997; Tracey, Tannenbaum, (&) Kavanagh, 1995) to...
Show moreEstimates demonstrate that 52- 92% of acquired learning is lost within a year following training (Arthur, Bennett, Stanush, (&) McNelly, 1997; Saks, 2002), wasting billions in organizational spending on training each year (Miller, 2012, 2013, 2014). As such, research on training transfer has garnered attention from theoretical and empirical research alike (e.g., Baldwin (&) Ford, 1988; Blume, Ford, Baldwin, (&) Huang, 2010; Ford (&) Weissbein, 1997; Tracey, Tannenbaum, (&) Kavanagh, 1995) to better understand the factors which enhance the process of training transfer. Among the various factors that have been identified as important, factors of the work environment have received much attention in the recent research. In fact, empirical work has shed light to the roles of organizational support and motivation to transfer in predicting training transfer. Beyond this basic understanding, research is needed to explore the nature of transfer in different evaluation contexts and the differential effects of various levels of support. Thus, the current dissertation uses meta-analytic techniques to examine the extent to which four factors of work environment support predict training transfer as it differs in context. First, motivation to transfer, organizational support, supervisor support, peer support and opportunities to perform all correlate moderately and positively with training transfer (?=0.15-0.38); interestingly, the nature of the relationships between work environment characteristics, motivation to transfer, and training transfer does not appear to differ significantly even when transfer is evaluated a year following training (?=0.25-0.57), yet are based on low k. Second, motivation to transfer was found to fully mediate two relationships- organizational support and peer support- to training transfer. Interestingly, although not explained by motivation to transfer, supervisor support explains the most variance (i.e., 31% of R) of work environment support factors in explaining transfer. Moderator analyses attempted to explore the impact of transfer task, industry type, and timing of the predictor assessment in relation to training; however, insufficient k was reported for fair comparisons to be made across groups. Ultimately, this study aims to inform theory and impact the state of the science such that practitioners can feel confident that the time and effort spent in ensuring training transfer is well-spent.
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Date Issued: 2016
Identifier: CFE0006116, ucf:51188
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0006116

Title: Identity construction and information processing in a coaching relationship: The effects of coach behavior on coachee goal-setting and commitment.
Creator: Coultas, Christopher, Salas, Eduardo, Salazar, Maritza, Burke, Shawn, Fritzsche, Barbara, University of Central Florida
Abstract / Description: Coaching (professional, business, executive, leadership) has been shown to be effective generally speaking, but questions remain regarding the explanatory mechanisms underlying coaching. I first propose a context-general model that unpacks the sociocognitive dynamics within coaching. The model explains the emergence of different types of coaching relationships, and how the nature of these relationships differentially determine coaching outcomes. Research and theory on social identity...
Show moreCoaching (professional, business, executive, leadership) has been shown to be effective generally speaking, but questions remain regarding the explanatory mechanisms underlying coaching. I first propose a context-general model that unpacks the sociocognitive dynamics within coaching. The model explains the emergence of different types of coaching relationships, and how the nature of these relationships differentially determine coaching outcomes. Research and theory on social identity construction and information processing in dyads provides the foundation upon which I outline a model describing the process and dynamics of coaching identity emergence. Beyond this emergence, my proposed model states that the coachee's understanding of appropriate interpersonal relations and division of labor between coach and coachee (i.e., his/her situated coaching identity or coaching structure schema) should partially dictate the focus and depth of the coachee's information processing during a coaching engagement. Past research has shown information processing to be a key determinant of decision-making and goal commitment, both of which are desirable outcomes within the coaching domain.To explore these issues, I developed a coaching exercise which simulated some of the early aspects of business, leadership, or executive coaching. During this simulation, participants were guided through a process which enabled them to think and talk about their strengths and weaknesses when using different conflict management behaviors. In discussing these aspects of conflict management, participants and coaches (i.e., trained research associates) walked through a supplementary process to facilitate the development of a series of goals (an (")action plan(")) that would enable the participant to improve his or her conflict management behaviors. At the end of the coaching session, participants were asked to what extent they felt committed to the goals they had developed and whether or not they expected them to be efficacious. Throughout the coaching session, participants were also asked at designated break points to report their levels of information processing and their understanding of the coaching structure schema for that particular coaching relationship. The experimental manipulation was presented at the beginning of the session, wherein the coach would explain to the coachee what the ideal nature of coaching should be. These explanations varied in terms of ascribing responsibility and division of labor (-) either to a generic coaching process, to the skill and ability of the coach, to the creativity of the participant, or to the joint interaction between coach and participant. Among other things, I hypothesized that coaching structure schemas that emphasized the participant's role in the coaching process would encourage more information processing, and consequently higher levels of goal commitment. Hypotheses were largely confirmed, showing that information processing and coaching structure schemas are important predictors of goal commitment at the end of one coaching session. The effects of the manipulation were mixed. Claiming behaviors (-) that is, the coach ascribing responsibility for coaching effectiveness to him/herself (-) were only marginally effective in shaping participants' coaching structure schemas. Granting behaviors (-) communicating to the participant that they are responsible for coaching effectiveness (-) were much more effective in facilitating helpful information processing and driving higher levels of goal commitment. One possible explanation for the relative effectiveness of granting over claiming may be that claiming requires a degree of credibility which the coach (again, a trained research associate) had not attained with the participants. Other findings pertain to: (1) the unique variance that independent measures of coach- and coachee-relevant structure schemas contribute to models predicting information processing and goal commitment, (2) the importance of identifying the type or focus of coachee information processing, and (3) the role that psychological mindedness may play in characterizing a more (")coachable(") coachee. Implications include: (1) measuring coachees' coaching structure schemas, (2) intentionally encouraging a more appropriate schema, (3) measuring coachees' psychological mindedness prior to coaching, and (4) dynamically monitoring coachees' schema and their information processing in order to assure better coaching effectiveness. Future researchers should explore ways to enact these implications and also to further explore the theoretical components of these practical implications, such as: (1) measurement methods for better assessing coaching schemas and information processing, (2) what the ideal timings are for different kinds of coaching schemas, and (3) different ways to encourage maximally adaptive and appropriate coaching structure schemas.
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Date Issued: 2014
Identifier: CFE0005319, ucf:50523
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0005319

Title: How Do Teams Become Cohesive? A Meta-Analysis of Cohesion's Antecedents.
Creator: Grossman, Rebecca, Salas, Eduardo, Burke, Shawn, Carter, Nathan, University of Central Florida
Abstract / Description: While a wealth of research has deemed cohesion critical for team effectiveness (e.g., Mullen (&) Copper, 1994; Beal, et al., 2003), less emphasis has been placed on understanding how to get it. Multiple studies do examine cohesion antecedents, but these studies have not yet been integrated in either theoretical or empirical manners. The purpose of this study was thus to begin addressing this gap in the literature. I conducted a series of meta-analyses to identify and explore various...
Show moreWhile a wealth of research has deemed cohesion critical for team effectiveness (e.g., Mullen (&) Copper, 1994; Beal, et al., 2003), less emphasis has been placed on understanding how to get it. Multiple studies do examine cohesion antecedents, but these studies have not yet been integrated in either theoretical or empirical manners. The purpose of this study was thus to begin addressing this gap in the literature. I conducted a series of meta-analyses to identify and explore various antecedents of cohesion, as well as moderators of antecedent-cohesion relationships. Findings revealed a variety of cohesion antecedents. Specifically, team behaviors, emergent states, team composition variables, leadership variables, team interventions, and situational variables, as well as specific variables within each of these categories, were all explored as cohesion antecedents. In most cases, significant relationships with cohesion were demonstrated, and did not differ across levels of analysis or based on cohesion type (i.e., task cohesion, social cohesion, group pride). Hypotheses pertaining to moderators of antecedent-cohesion relationships (e.g., theoretical match between antecedent and cohesion) generally were not supported. Thus, while most antecedents appeared to be important for cohesion's formation and sustainment, some interesting differences emerged, providing insight as to where attention should be focused when enhanced cohesion is desired. Results provide a foundation for the development of more comprehensive models of team cohesion, as well as insight into the mechanisms through which cohesion can be facilitated in practice. Ultimately, findings suggest that teams can become cohesive through the presence of various processes and emergent states, team interventions, and components of their situational context.
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Date Issued: 2014
Identifier: CFE0005499, ucf:50357
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0005499

Title: Can mutual trust explain the diversity-performance relationship? A meta-analysis.
Creator: Feitosa Pereira, Jennifer, Salas, Eduardo, Joseph, Dana, Fritzsche, Barbara, Burke, Shawn, University of Central Florida
Abstract / Description: Trust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer (&) Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, (&) Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive...
Show moreTrust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer (&) Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, (&) Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive understanding of trust at the team-level can be developed. Beyond this basic understanding, research is needed to explore the nature of trust in teams comprised of diverse members, as multi-national, multi-cultural, and interdisciplinary teams are increasingly characterizing the modern landscape. Thus, this article uses meta-analytic techniques to examine the extent to which mutual trust can serve as an underlying mechanism that drives the diversity-team performance relationship. First, surface-level and deep-level diversity characteristics varied in their impact on trust. Value diversity emerged as the most detrimental, along with the moderating effect of time. Second, 95 independent samples comprising 5,721 teams emphasized the importance of trust to team performance with a moderate and positive relationship. Third, mediation analyses answered recent calls (e.g., van Knippenberg (&) Schippers, 2007) to examine underlying mechanisms that can explain the diversity-outcomes relationship. This showed age, gender, value, and function diversity to be related to performance through mutual trust. Furthermore, this study explores whether contextual (e.g., team distribution) as well as measurement (e.g., referent) issues pose systematic differences in the diversity-trust and trust-performance relationships. Surprisingly, the construct of trust at the team-level proved to be generalizable across a number of unique conditions. In addition to this extensive quantitative review, implications and future research are discussed.
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Date Issued: 2015
Identifier: CFE0005792, ucf:50070
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0005792

teams (6)	+ -
leadership (4)	+ -
Patient Safety (3)	+ -
meta-analysis (3)	+ -
Personality (2)	+ -

cohesion (2)	+ -
culture (2)	+ -
team performance (2)	+ -
teamwork (2)	+ -
trust (2)	+ -
virtual teams (2)	+ -
AC (1)	+ -
Adverse Impact (1)	+ -
Affect (1)	+ -
Assessment (1)	+ -
Assessment Centers (1)	+ -
Conflict (1)	+ -
Construct Validity (1)	+ -
Core-Self Evaluations (1)	+ -
Distributed teams (1)	+ -
Event Reporting (1)	+ -
Expertise (1)	+ -
Followers (1)	+ -
Followership (1)	+ -
Group composition (1)	+ -
High Fidelity (1)	+ -
Implicit Trait Policies (1)	+ -
Intensive Care Unit (1)	+ -
Marker System (1)	+ -
Medical Errors (1)	+ -

ETD Collection (25)	+ -
Honors Collection (1)	+ -

English (25)	+ -
Engilsh (1)	+ -

Burke, Shawn (26)	+ -
University of Central Florida (26)	+ -
Salas, Eduardo (17)	+ -
Jentsch, Florian (10)	+ -
Bowers, Clint (7)	+ -

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