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Title: Team cohesion in the restaurant industry: The influence of core evaluations.
Creator: Orlowski, Marissa, Pizam, Abraham, Torres Areizaga, Edwin, Mejia, Cynthia, Sivo, Stephen, University of Central Florida
Abstract / Description: Team cohesion has been clearly established in the literature as an essential component of effective work teams, yet little research has been conducted in regard to what factors lead to cohesion within a restaurant management team. What is currently known about the antecedents of cohesion indicates that it emerges from individual team member attitudes and perceptions as a collective property of the team. This, in turn, suggests cohesion is influenced by the dispositional traits of team members...
Show moreTeam cohesion has been clearly established in the literature as an essential component of effective work teams, yet little research has been conducted in regard to what factors lead to cohesion within a restaurant management team. What is currently known about the antecedents of cohesion indicates that it emerges from individual team member attitudes and perceptions as a collective property of the team. This, in turn, suggests cohesion is influenced by the dispositional traits of team members. The core evaluations construct, which represents a model of dispositional traits existing within each individual at the most basic level, offers implications for the emergence of cohesion in both of its forms, task cohesion and social cohesion. To help bridge the gap in prior research, this study was conducted to investigate the influence of core evaluations on team cohesion within restaurant management teams. This study first adopted and modified Judge et al.'s (1997) theoretical model of core evaluations, advancing a model in which two types of core evaluations, self and external, were both second-order latent constructs each reflected by four first-order evaluative traits. The proposed trait structure was then tested. Finally, drawing on approach/avoidance theory and social exchange theory, this study hypothesized a multilevel model in which the dispositional traits of core self-evaluation (CSE) and core external-evaluation (CEE) at the individual front-line manager level have positive effects on task and social cohesion within restaurant management teams. To accomplish the objectives of this study, a survey research design was employed. The survey instrument was comprised of four sections: core self-evaluation, core external-evaluation, team cohesion, and demographic profile. Data were collected from managers employed by four restaurant franchise groups, resulting in a useable sample of 317 individual responses composing 76 teams ranging in size from 2-6 members. Confirmatory factor analysis was conducted to test the factor structure of CSE and CEE, as well as the overall measurement model. The task and social cohesion items were then aggregated to the team level and multilevel structural equation modeling (MSEM) was conducted to test the relationships between latent constructs. The results of this study supported the second-order factor structure of core evaluations. CSE was shown to be reflected by self-esteem, generalized self-efficacy, emotional stability, and locus of control. CEE was shown to be reflected by belief in a benevolent world, belief in a just world, and belief in people. Due to sample size, a reduced-parameter model was developed in which CSE and CEE were treated as sub-dimensions and measured by mean scores. MSEM results from this model showed that CSE had significant positive effect on team task cohesion whereas CEE had a significant positive effect on team social cohesion. These results offer numerous theoretical and practical implications for the study of core evaluations, team cohesion, and micro-macro phenomena, which are discussed in the final chapter. Limitations and suggestions for future research are also discussed.
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Date Issued: 2016
Identifier: CFE0006156, ucf:51125
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0006156

Title: Same Fight, Different Player: An Insight into Culture, Information Sharing, and Team Performance.
Creator: McCoy, Cecily, Fritzsche, Barbara, Salas, Eduardo, Mouloua, Mustapha, Mangos, Phillip, University of Central Florida
Abstract / Description: 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.
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Date Issued: 2013
Identifier: CFE0004716, ucf:49806
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004716

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: Exploring new boundaries in team cognition: Integrating knowledge in distributed teams.
Creator: Zajac, Stephanie, Salas, Eduardo, Bowers, Clint, Burke, Shawn, University of Central Florida
Abstract / Description: Distributed teams continue to emerge in response to the complex organizational environments brought about by globalization, technological advancements, and the shift toward a knowledge-based economy. These teams are comprised of members who hold the disparate knowledge necessary to take on cognitively demanding tasks. However, knowledge coordination between team members who are not co-located is a significant challenge, often resulting in process loss and decrements to the effectiveness of...
Show moreDistributed teams continue to emerge in response to the complex organizational environments brought about by globalization, technological advancements, and the shift toward a knowledge-based economy. These teams are comprised of members who hold the disparate knowledge necessary to take on cognitively demanding tasks. However, knowledge coordination between team members who are not co-located is a significant challenge, often resulting in process loss and decrements to the effectiveness of team level knowledge structures. The current effort explores the configuration dimension of distributed teams, and specifically how subgroup formation based on geographic location, may impact the effectiveness of a team's transactive memory system and subsequent team process. In addition, the role of task cohesion as a buffer to negative intergroup interaction is explored.
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Date Issued: 2014
Identifier: CFE0005449, ucf:50393
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0005449

Title: Unintentionally unethical: How uncivil leaders violate norms and hurt group performance.
Creator: Coultas, Christopher, Salas, Eduardo, Salazar, Maritza, Burke, Shawn, Fritzsche, Barbara, University of Central Florida
Abstract / Description: 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.
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Date Issued: 2012
Identifier: CFE0004667, ucf:49899
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004667

Title: Team Interaction Dynamics during Collaborative Problem Solving.
Creator: Wiltshire, Travis, Fiore, Stephen, Jentsch, Florian, Salas, Eduardo, Wiegand, Rudolf, University of Central Florida
Abstract / Description: This dissertation contributes an enhanced understanding of team cognition, in general, and collaborative problem solving (CPS), specifically, through an integration of methods that measure team interaction dynamics and knowledge building as it occurs during a complex CPS task. The need for better understanding CPS has risen in prominence as many organizations have increasingly worked to address complex problems requiring the combination of diverse sets of individual expertise to achieve...
Show moreThis dissertation contributes an enhanced understanding of team cognition, in general, and collaborative problem solving (CPS), specifically, through an integration of methods that measure team interaction dynamics and knowledge building as it occurs during a complex CPS task. The need for better understanding CPS has risen in prominence as many organizations have increasingly worked to address complex problems requiring the combination of diverse sets of individual expertise to achieve solutions for novel problems. Towards this end, the present research drew from theoretical and empirical work on Macrocognition in Teams that describes the knowledge coordination arising from team communications during CPS. It built from this by incorporating the study of team interaction during complex collaborative cognition. Interaction between team members in such contexts has proven to be inherently dynamic and exhibiting nonlinear patterns not accounted for by extant research methods. To redress this gap, the present research drew from work in cognitive science designed to study social and team interaction as a nonlinear dynamical system. CPS was examined by studying knowledge building and interaction processes of 43 dyads working on NASA's Moonbase Alpha simulation, a CPS task. Both non-verbal and verbal interaction dynamics were examined. Specifically, frame-differencing, an automated video analysis technique, was used to capture the bodily movements of participants and content coding was applied to the teams' communications to characterize their CPS processes. A combination of linear (i.e., multiple regression, t-test, and time-lagged cross-correlation analysis), as well as nonlinear analytic techniques (i.e., recurrence quantification analysis; RQA) were applied. In terms of the predicted interaction dynamics, it was hypothesized that teams would exhibit synchronization in their bodily movements and complementarity in their communications and further, that teams more strongly exhibiting these forms of coordination will produce better problem solving outcomes. Results showed that teams did exhibit a pattern of bodily movements that could be characterized as synchronized, but higher synchronization was not systematically related to performance. Further, results showed that teams did exhibit communicative interaction that was complementary, but this was not predictive of better problem solving performance. Several exploratory research questions were proposed as a way of refining the application of these techniques to the investigation of CPS. Results showed that semantic code-based communications time-series and %REC and ENTROPY recurrence-based measures were most sensitive to differences in performance. Overall, this dissertation adds to the scientific body of knowledge by advancing theory and empirical knowledge on the forms of verbal and non-verbal team interaction during CPS, but future work remains to be conducted to identify the relationship between interaction dynamics and CPS performance.
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Date Issued: 2015
Identifier: CFE0005907, ucf:50867
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0005907

Title: COMMUNICATION MODALITY AND AFTER ACTION REVIEW PERFORMANCE IN A DISTRIBUTED IMMERSIVE VIRTUAL ENVIRONMENT.
Creator: Kring, Jason P., Salas, Eduardo, University of Central Florida
Abstract / Description: Virtual teams, in which geographically separate individuals interact via a technology bridge to perform collective activities, are becoming commonplace in the military, business, and education. Despite numerous benefits, virtual teams often lack face-to-face (FTF) interaction which may alter communication processes and subsequently affect team factors necessary for successful performance. Previous research indicated local teams, with members at the same physical location, outperformed...
Show moreVirtual teams, in which geographically separate individuals interact via a technology bridge to perform collective activities, are becoming commonplace in the military, business, and education. Despite numerous benefits, virtual teams often lack face-to-face (FTF) interaction which may alter communication processes and subsequently affect team factors necessary for successful performance. Previous research indicated local teams, with members at the same physical location, outperformed distributed teams, with members at different locations, in a series of military-style missions in an immersive virtual environment (VE). The present study replicated and extended this effort by measuring how communication modality affects three team factors often cited as facilitating performance: shared mental models (SMMs), cohesion (task and interpersonal), and trust (cognitive and emotional). Local teams were expected to again perform better than distributed teams and exhibit greater SMM similarity, cohesion, and trust. Furthermore, a brief team communication training (TCT) program was administered to half of the teams on the premise training would improve distributed team performance. Thirty two, 2-person teams were distributed into four experimental conditions (n = 8) based on location (local vs. distributed) and training (TCT vs. no-TCT) and then conducted five VE missions. Each mission required the team to search a 10-room building for hazardous materials and opposing forces while protecting neutral bystanders. Results showed local teams again performed better than distributed teams on overall mission performance, however the difference was less robust than anticipated. Analyses of the three team factors revealed a main effect of location as local teams reported higher levels of cognitive trust and more agreement on one of 10 SMM measures than distributed teams. A similar difference was found for the main effect of TCT with trained teams exhibiting higher cognitive trust than no-TCT teams. Results support that distributed teams operating in a common virtual setting experience performance deficits when compared to their physically co-located counterparts. Future research is needed to address the role of cognitive trust for virtual teams, the time required to develop detectable levels of emotional trust and cohesion, and how social presence between team members influences performance.
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Date Issued: 2004
Identifier: CFE0000054, ucf:46074
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0000054

Title: SHARED LEADERSHIP AND TEAM SATISFACTION: THE MODERATING ROLE OF EXTRAVERSION HETEROGENEITY.
Creator: Reyes, Denise, Salas, Eduardo, University of Central Florida
Abstract / Description: A between-groups design experiment was conducted to examine the effect of extraversion heterogeneity as a moderator between shared leadership and team satisfaction. It was hypothesized that the relationship between shared leadership and team satisfaction would be moderated by extraversion heterogeneity, such that (a) the relationship would be positive for teams in which members are similar in their levels of extraversion, and (b) the relationship would be negative for teams in which members...
Show moreA between-groups design experiment was conducted to examine the effect of extraversion heterogeneity as a moderator between shared leadership and team satisfaction. It was hypothesized that the relationship between shared leadership and team satisfaction would be moderated by extraversion heterogeneity, such that (a) the relationship would be positive for teams in which members are similar in their levels of extraversion, and (b) the relationship would be negative for teams in which members are dissimilar in their levels of extraversion. Data regarding extraversion, shared leadership behavior, and team satisfaction was collected from 30 teams comprised of 90 participants. The findings did not support the hypothesis, showing no interaction. However, exploratory analyses did find evidence for the moderating role of agreeableness heterogeneity in the relationship between shared leadership and team satisfaction. The findings are discussed and implications for future research are presented.
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Date Issued: 2014
Identifier: CFH0004561, ucf:45199
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFH0004561

Title: LEADERSHIP ORIENTATIONS OFCOMMUNITY COLLEGE PRESIDENTS AND THE ADMINISTRATORS WHO REPORT TO THEM: A FRAME ANALYSIS.
Creator: McArdle, Michele, Taylor, Rosemarye, University of Central Florida
Abstract / Description: Presidents of Community Colleges and the administrators who reported directly to them were the subjects for this study based on the Four Frame Leadership Theory of Bolman and Deal (1990b). The Leadership Orientation (Self) Survey (LOS) was mailed to 169 community college presidents and administrators in the presidents' direct report teams. The final usable response rate of 69.82% to the survey fell within the acceptable range for education as defined by Boser and Green (1997). In addition...
Show morePresidents of Community Colleges and the administrators who reported directly to them were the subjects for this study based on the Four Frame Leadership Theory of Bolman and Deal (1990b). The Leadership Orientation (Self) Survey (LOS) was mailed to 169 community college presidents and administrators in the presidents' direct report teams. The final usable response rate of 69.82% to the survey fell within the acceptable range for education as defined by Boser and Green (1997). In addition, the subjects were asked to write about the most difficult challenge they had faced in their current position and how they handled that challenge. The purpose of this study was to determine (a) the usage of leadership frames from both groups; presidents and their administrative teams, (b) if gender or years of experience in their current positions were factors in leadership frame usage in each group, and (c) if there was a relationship between a president's frame usage and the frame usage of the members of the direct report team. The major findings were: 1. The presidents and administrators displayed the highest mean scores for the human resource frame with the mean scores of the three remaining frames (structural, political, and symbolic) clustering as a second unit of responses. In the narrative segment of the survey, the most frequently rated central theme among the presidents and the direct reports was the political frame. 2. The results from statistical analysis of the responses from both groups (presidents and the administrators who directly reported to them) did not show any statistically significant difference among frame use based on gender or number of years of experience in their positions. 3. The correlation coefficients did not indicate that there was a relationship in either direction regarding leadership style between the two groups (presidents and administrators). A phenomenological analysis of the scenario statements from these two groups indicated that presidents who used the political frame as a central theme tended to have administrators who also used the political frame as one or as a pair of central themes. Presidents who used the symbolic frame as a central theme tended to have administrators who used all four frames as central themes in their narratives. 4. A fourth finding was the discrepancy in the ability of the leaders to use multiple frames as demonstrated in the results from the quantitative and qualitative findings. The quantitative data suggested that these leaders were practicing the techniques of multi-framing more than one-half of the time. Contrary to this finding, the qualitative data showed that 5 of 30 scenario statements showed paired frames being used as central frames. 5. One additional finding based on the qualitative statements by presidents and their administrators revealed much thought and intentional practice in the leaders' ability to build teams.
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Date Issued: 2008
Identifier: CFE0002301, ucf:47872
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0002301

Title: Transparency and Communication Patterns in Human-Robot Teaming.
Creator: Lakhmani, Shan, Barber, Daniel, Jentsch, Florian, Reinerman, Lauren, Guznov, Svyatoslav, University of Central Florida
Abstract / Description: In anticipation of the complex, dynamic battlefields of the future, military operations are increasingly demanding robots with increased autonomous capabilities to support soldiers. Effective communication is necessary to establish a common ground on which human-robot teamwork can be established across the continuum of military operations. However, the types and format of communication for mixed-initiative collaboration is still not fully understood. This study explores two approaches to...
Show moreIn anticipation of the complex, dynamic battlefields of the future, military operations are increasingly demanding robots with increased autonomous capabilities to support soldiers. Effective communication is necessary to establish a common ground on which human-robot teamwork can be established across the continuum of military operations. However, the types and format of communication for mixed-initiative collaboration is still not fully understood. This study explores two approaches to communication in human-robot interaction, transparency and communication pattern, and examines how manipulating these elements with a robot teammate affects its human counterpart in a collaborative exercise. Participants were coupled with a computer-simulated robot to perform a cordon-and-search-like task. A human-robot interface provided different transparency types(-)about the robot's decision making process alone, or about the robot's decision making process and its prediction of the human teammate's decision making process(-)and different communication patterns(-)either conveying information to the participant or both conveying information to and soliciting information from the participant. This experiment revealed that participants found robots that both conveyed and solicited information to be more animate, likeable, and intelligent than their less interactive counterparts, but working with those robots led to more misses in a target classification task. Furthermore, the act of responding to the robot led to a reduction in the number of correct identifications made, but only when the robot was solely providing information about its own decision making process. Findings from this effort inform the design of next-generation visual displays supporting human-robot teaming.
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Date Issued: 2019
Identifier: CFE0007481, ucf:52674
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0007481

Title: Examining the impact of leader social distance on a multicultural team.
Creator: DiazGranados, Deborah, Salas, Eduardo, Jentsch, Kimberly, Pritchard, Robert, Piccolo, Ronald, Burke, Shawn, University of Central Florida
Abstract / Description: 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.
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Date Issued: 2011
Identifier: CFE0004100, ucf:49114
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004100

Title: MEASURING MULTILEVEL CONSTRUCTS: THEORETICAL AND METHODOLOGICAL FEATURES OF TEAM BEHAVIORAL PROCESS UNDER COMPILATIONAL MODELS.
Creator: Murase, Toshio, Dechurch, Leslie, Salas, Eduardo, Bowers, Clint, Kapucu, Naim, University of Central Florida
Abstract / Description: Since at least the 1950s, researchers interested in studying the dynamics of small groups have struggled with how best to measure interaction processes. Although team process measurement issues are not particularly unique in terms of content, measuring multilevel phenomena presents an interesting problem because structural aspects are integral components of emergence. The elemental content of multilevel phenomena is wholly unique and distinguishable from the elemental content of composite...
Show moreSince at least the 1950s, researchers interested in studying the dynamics of small groups have struggled with how best to measure interaction processes. Although team process measurement issues are not particularly unique in terms of content, measuring multilevel phenomena presents an interesting problem because structural aspects are integral components of emergence. The elemental content of multilevel phenomena is wholly unique and distinguishable from the elemental content of composite units, and emerges as individual behaviors compile to higher levels of analyses. Analogous to chemical structures, behavioral phenomena manifest at higher levels in different structural patterns as members connect to one another through dynamic interactions. Subsequently, multilevel phenomena are more appropriately characterized in terms of pattern in addition to the traditionally measured intensity. The vast majority of teams research conceptualizes and operationalizes multilevel phenomena based on compositional (i.e., additive) models. This approach impedes the further advancement of the science of team effectiveness by capturing content and intensity, but not structure. This dissertation argues that compilational models better capture content, intensity, and structure, and therefore represent a preferred alternative for conceptualizing and operationalizing team processes. This dissertation details measurement issues associated with compositional models in teams research, and provides concepts helpful for reconceptualizing team processes as compilational forms.
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Date Issued: 2011
Identifier: CFE0004145, ucf:49048
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004145

Title: Virtual Teams and Intercultural Ethics: Preventative Measures for Ethical Dilemmas.
Creator: Blanton, Rebecca, Flammia, Madelyn, Jones, Daniel, Dombrowski, Paul, University of Central Florida
Abstract / Description: This thesis examines the ethical challenges faced by technical communicators working in global virtual teams. Virtual teams usage are becoming increasingly more popular and diverse. As a result, it is valuable for technical communicators to understand and recognize the challenges that are faced within global virtual teams in order to find solutions and preventive measures for these challenges. The ethical challenges present in global virtual teams were determined by examining the literature...
Show moreThis thesis examines the ethical challenges faced by technical communicators working in global virtual teams. Virtual teams usage are becoming increasingly more popular and diverse. As a result, it is valuable for technical communicators to understand and recognize the challenges that are faced within global virtual teams in order to find solutions and preventive measures for these challenges. The ethical challenges present in global virtual teams were determined by examining the literature on virtual teams and intercultural ethics and conducting a survey of practicing technical communicators who have experience in virtual teams. The purpose of the survey was to determine the ethical challenges that are present for technical communicators and how these issues were resolved. The survey results reveal valuable approaches to resolving and preventing ethical challenges in virtual teams. This thesis contributes to a better understanding of virtual teams and intercultural ethics and examines the ethical challenges that are faced by technical communicators. Furthermore, the thesis presents preventive measures for addressing ethical challenges. Finally, the thesis also provides suggestions for future research into the ethical challenges that are faced within global virtual teams, particularly those related to cultural differences.
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Date Issued: 2013
Identifier: CFE0004653, ucf:49887
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004653

Title: TOWARD A THEORY OF PRACTICAL DRIFT IN TEAMS.
Creator: Bisbey, Tiffany, Salas, Eduardo, University of Central Florida
Abstract / Description: Practical drift is defined as the unintentional adaptation of routine behaviors from written procedure. The occurrence of practical drift can result in catastrophic disaster in high-reliability organizations (e.g. the military, emergency medicine, space exploration). Given the lack of empirical research on practical drift, this research sought to develop a better understanding by investigating ways to assess and stop the process in high-reliability organizations. An introductory literature...
Show morePractical drift is defined as the unintentional adaptation of routine behaviors from written procedure. The occurrence of practical drift can result in catastrophic disaster in high-reliability organizations (e.g. the military, emergency medicine, space exploration). Given the lack of empirical research on practical drift, this research sought to develop a better understanding by investigating ways to assess and stop the process in high-reliability organizations. An introductory literature review was conducted to investigate the variables that play a role in the occurrence of practical drift in teams. Research was guided by the input-throughput-output model of team adaptation posed by Burke, Stagl, Salas, Pierce, and Kendall (2006). It demonstrates relationships supported by the results of the literature review and the Burke and colleagues (2006) model denoting potential indicators of practical drift in teams. Research centralized on the core processes and emergent states of the adaptive cycle; namely, shared mental models, team situation awareness, and coordination. The resulting model shows the relationship of procedure—practice coupling demands misfit and maladaptive violations of procedure being mediated by shared mental models, team situation awareness, and coordination. Shared mental models also lead to team situation awareness, and both depict a mutual, positive relationship with coordination. The cycle restarts when an error caused by maladaptive violations of procedure creates a greater misfit between procedural demands and practical demands. This movement toward a theory of practical drift in teams provides a conceptual framework and testable propositions for future research to build from, giving practical avenues to predict and prevent accidents resulting from drift in high-reliability organizations. Suggestions for future research are also discussed, including possible directions to explore. By examining the relationships reflected in the new model, steps can be taken to counteract organizational failures in the process of practical drift in teams.
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Date Issued: 2014
Identifier: CFH0004636, ucf:45300
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFH0004636

Title: INVESTIGATING THE EFFECTS OF 3-D SPATIALIZED AUDITORY CUES ON THE DEVELOPMENT OF SITUATION AWARENESS FOR TEAMS.
Creator: Milham, Laura, Bowers, Clint, University of Central Florida
Abstract / Description: This dissertation investigated the effects of spatialized auditory cues on the development of situation awareness for teams. Based on extant research, it was hypothesized that 3-D spatialized auditory cues can be utilized by teams to develop knowledge about team member location in addition to supporting the usage of team behaviors for developing and maintaining situation awareness. Accordingly, the study examined how situation awareness would be differentially influenced by varying the type...
Show moreThis dissertation investigated the effects of spatialized auditory cues on the development of situation awareness for teams. Based on extant research, it was hypothesized that 3-D spatialized auditory cues can be utilized by teams to develop knowledge about team member location in addition to supporting the usage of team behaviors for developing and maintaining situation awareness. Accordingly, the study examined how situation awareness would be differentially influenced by varying the type of auditory cues incorporated into virtual environment (VE) team training scenarios within the context of a MOUT team task. In general, the results of this study provided partial support for the beneficial effects of 3-D audio cues in facilitating the development of situation awareness and reducing workload. Implications are discussed in the context of design guidance for VE training systems.
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Date Issued: 2005
Identifier: CFE0000857, ucf:46653
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0000857

Title: CHARACTERISTICS FOR SUCCESS: PREDICTING INTERVENTION EFFECTIVENESS WITH THE JOB CHARACTERISTICS MODEL.
Creator: Weaver, Sallie, Pritchard, Robert, University of Central Florida
Abstract / Description: The current study examines the effects of the five core job characteristics (skill variety, task significance, task identity, autonomy, and feedback) proposed by Hackman-Oldham (1974) at the team level by investigating whether the model variables are related to the effectiveness of a motivationally-based team-level productivity enhancement intervention. Previous literature has almost exclusively focused on the effects of these job characteristics at the individual level and their direct...
Show moreThe current study examines the effects of the five core job characteristics (skill variety, task significance, task identity, autonomy, and feedback) proposed by Hackman-Oldham (1974) at the team level by investigating whether the model variables are related to the effectiveness of a motivationally-based team-level productivity enhancement intervention. Previous literature has almost exclusively focused on the effects of these job characteristics at the individual level and their direct relationships with employee attitudes and subjective measures of performance. This thesis aims to further the job characteristics literature by exploring the effects of the characteristics at the team level, as well as the moderating effect of the team construct of value congruence, while simultaneously exploring boundary conditions of the Productivity Measurement and Enhancement System (ProMES) developed by Pritchard (1990). Hypotheses postulated a negative relationship between the characteristics and intervention effectiveness; such that effectiveness is negatively impacted when the characteristics already exist at high levels. Results, though non-significant, are tenatively suggestive of this counter-intuitive negative relationship between four of the characteristics and intervention effectiveness. Value congruence between team leaders and members was not a significant moderator of the relationship between the characteristics and effectiveness. Results suggest that a more powerful study to further parse out these relationships would be valuable. iii
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Date Issued: 2008
Identifier: CFE0002040, ucf:47574
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0002040

Title: INVESTIGATING THE MECHANISMS THAT DRIVE IMPLICIT COORDINATION IN TEAMS.
Creator: Hoeft, Raegan, Jentsch, Florian, University of Central Florida
Abstract / Description: The purpose of this study was to empirically test the oft-noted hypothesis that shared mental models lead to implicit coordination. Specifically, this dissertation investigated the underlying mechanisms of implicit coordination and how different aspects of shared mental models affect the process. The research questions tested in this study were (a)how perceptions of sharedness affect the initiation of implicit coordination, (b) how actual levels of sharedness affect the process of implicit...
Show moreThe purpose of this study was to empirically test the oft-noted hypothesis that shared mental models lead to implicit coordination. Specifically, this dissertation investigated the underlying mechanisms of implicit coordination and how different aspects of shared mental models affect the process. The research questions tested in this study were (a)how perceptions of sharedness affect the initiation of implicit coordination, (b) how actual levels of sharedness affect the process of implicit coordination, and (c) how quality of task mental models affects successful implicit coordination. Sixty same-gender, two-person teams engaged in a complex military reconnaissance planning task in which the team members were required to work together by exchanging information to plan routes for one unmanned aerial vehicle (UAV) and one unmanned ground vehicle (UGV). The results provided partial support for the influence of different facets of shared mental models on the process of implicit coordination. Specifically, individual mental model quality, not perceptions of sharedness or actual mental model sharedness, was the biggest predictor of the initiation of implicit coordination. Additionally, perceptions of sharedness and actual mental model sharedness interacted with one another, such that teams in mismatched conditions (high perceptions of sharedness but low actual sharedness [false consensus], or low perceptions of sharedness and high actual sharedness, [pluralistic ignorance]) tended to increase their communications. The implications and recommendations for future research on implicit coordination and shared mental models are discussed. Additionally, the implications for operators of unmanned vehicles are also discussed.
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Date Issued: 2006
Identifier: CFE0001181, ucf:46857
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0001181

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: PROJECT CHILDÃ‚Â® AND NON-PROJECT CHILDÃ‚Â® SCHOOL PERFORMANCE ON FCATÃ‚Â® READING, MATHEMATICS AND WRITING.
Creator: Chappell, Julie, Hartle, Lynn, University of Central Florida
Abstract / Description: Project CHILDÃ‚Â® (Changing How Instruction for Learning is Delivered) provides an avenue for educational change using a triangulated approach. Using data from the Florida Department of Education, this research studies the Project CHILDÃ‚Â® learning approach on preparing students for success on portions of the Florida Comprehensive Assessment Test (FCATÃ‚Â®) using results from fifteen charter schools in the state of Florida,...
Show moreProject CHILDÃ‚Â® (Changing How Instruction for Learning is Delivered) provides an avenue for educational change using a triangulated approach. Using data from the Florida Department of Education, this research studies the Project CHILDÃ‚Â® learning approach on preparing students for success on portions of the Florida Comprehensive Assessment Test (FCATÃ‚Â®) using results from fifteen charter schools in the state of Florida, seven participating in Project CHILDÃ‚Â® and eight non-participating charter schools for the 2008-2009 school-year. Dispersion statistics such as range and standard deviation as well as independent t tests are computed to compare the percentage of students in grades three to five scoring levels 3 and higher on the reading and mathematics portions, and fourth grade students scoring a 3.5 or higher on the writing assessment of the FCATÃ‚Â®. Project CHILDÃ‚Â® schools had smaller ranges and standard deviations in the majority of the comparisons. Descriptively, this suggests that students in the Project CHILDÃ‚Â® schools are performing closer to the school average. There were no statistically significance differences between the Project CHILDÃ‚Â® schools and non-Project CHILDÃ‚Â® schools for grade level comparisons, nor on any grade level aggregate outcomes (i.e., grades 3-5 school FCATÃ‚Â® reading, mathematics, or writing mean). However moderate effect sizes were seen for reading in grade four and writing assessments in grade four. The non-statistically significant findings were likely due to low power, and the moderate effect sizes suggest evidence of practical significance.
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Date Issued: 2010
Identifier: CFE0003355, ucf:48444
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0003355

Title: Rapid Response Teams versus Critical Care Outreach Teams: Unplanned Escalations in Care and Associated Outcomes.
Creator: Danesh, Valerie, Neff, Donna, Aroian, Karen, Andrews, Diane, Unruh, Lynn, University of Central Florida
Abstract / Description: The incidence of unplanned escalations during hospitalization is undocumented, but estimates may be as high as 1.2 million occurrences per year in the United States. Rapid Response Teams (RRT) were developed for the early recognition and treatment of deteriorating patients to deliver time-sensitive interventions, but evidence related to optimal activation criteria and structure is limited. The purpose of this study is to determine if an Early Warning Score-based Critical Care Outreach (CCO)...
Show moreThe incidence of unplanned escalations during hospitalization is undocumented, but estimates may be as high as 1.2 million occurrences per year in the United States. Rapid Response Teams (RRT) were developed for the early recognition and treatment of deteriorating patients to deliver time-sensitive interventions, but evidence related to optimal activation criteria and structure is limited. The purpose of this study is to determine if an Early Warning Score-based Critical Care Outreach (CCO) model is related to the frequency of unplanned intra-hospital escalations in care compared to a RRT system based on staff nurse identification of vital sign derangements and physical assessments. The RRT model, in which staff nurses identified vital sign derangements to active the system, was compared with the addition of a CCO model, in which rapid response nurses activated the system based on Early Warning Score line graphs of patient condition over time. Logistic regressions were used to examine retrospective data from administrative datasets at a 237-bed community non-teaching hospital during two periods: 1) baseline period, RRT model (n=5,875) (Phase 1: October 1, 2010 (-) March 31, 2011), and; 2) intervention period, RRT/CCO model (n=6,273). (Phase 2: October 1, 2011 (-) March 31, 2012). The strongest predictor of unplanned escalations to the Intensive Care Unit was the type of rapid response system model. Unplanned ICU transfers were 1.4 times more likely to occur during the Phase 1 RRT period. In contrast, the type of rapid response model was not a significant predictor when all unplanned escalations (any type) were grouped together (medical-surgical-to-intermediate, medical-surgical-to-ICU and intermediate-to-ICU). This is the first study to report a relationship between unplanned escalations and different rapid response models. Based on the findings of fewer unplanned ICU transfers in the setting of a CCO model, health services researchers and clinicians should consider using automated Early Warning score graphs for hospital-wide surveillance of patient condition as a safety strategy.
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Date Issued: 2015
Identifier: CFE0006212, ucf:51093
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0006212

teams (15)	+ -
virtual teams (6)	+ -
culture (5)	+ -
leadership (5)	+ -
team performance (5)	+ -

cohesion (4)	+ -
teamwork (4)	+ -
trust (4)	+ -
Teams (2)	+ -
collaboration (2)	+ -
coordination (2)	+ -
distributed teams (2)	+ -
goal orientation (2)	+ -
problem solving (2)	+ -
shared mental models (2)	+ -
team adaptation (2)	+ -
AUDITORY CUES AND SITUATION AWARENESS (1)	+ -
AUDITORY CUES AND TEAMS (1)	+ -
AUDITORY CUES IN VIRTUAL ENVIRONMENTS (1)	+ -
After Action Review (1)	+ -
Behavioral Team Process (1)	+ -
Big 5 (1)	+ -
CIWAF (1)	+ -
Conflict (1)	+ -
Distributed teams (1)	+ -
Early Warning Score (1)	+ -
FCAT (1)	+ -
Florida Comprehensive Assessment Test (1)	+ -
Group composition (1)	+ -
Human-Agent Teaming (1)	+ -

ETD Collection (36)	+ -
Honors Collection (6)	+ -

University of Central Florida (42)	+ -
Salas, Eduardo (22)	+ -
Burke, Shawn (11)	+ -
Jentsch, Florian (8)	+ -
Bowers, Clint (6)	+ -

Fritzsche, Barbara (3)	+ -
Jentsch, Kimberly (3)	+ -
Joseph, Dana (3)	+ -
Mouloua, Mustapha (3)	+ -
Driskell, James (2)	+ -
Fiore, Stephen (2)	+ -
Piccolo, Ronald (2)	+ -
Pritchard, Robert (2)	+ -
Taylor, Rosemarye (2)	+ -
Andrews, Diane (1)	+ -
Aroian, Karen (1)	+ -
Astwood, Randolph (1)	+ -
Barber, Daniel (1)	+ -
Bedwell, Wendy (1)	+ -
Bisbey, Tiffany (1)	+ -
Blanton, Rebecca (1)	+ -
Carter, Nathan (1)	+ -
Chappell, Julie (1)	+ -
Chen, Jessie (1)	+ -
Chin, Matthew (1)	+ -
Cotter, Seth (1)	+ -
Coultas, Christopher (1)	+ -
Currie, Richard (1)	+ -
Danesh, Valerie (1)	+ -
Darling, Budd (1)	+ -

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