Personality and the Perception of Transformational Leadership: The Impact of Extraversion,Neuroticism, Personal Need for Structure,and Occupational Self‐Efficacy1

This experimental study examined the influence of followers' personal characteristics on their perception of leadership. Participants were 175 students who self‐rated several personality scales (extraversion, neuroticism, personal need for structure, and occupational self‐efficacy) at Time 1. Two weeks later, participants were divided into two groups and were presented a vignette about a transformational or a nontransformational leader. Subsequently, respondents were asked to rate the described leader's behavior on the Multifactor Leadership Questionnaire. Results revealed that followers high in extraversion tended to perceive more transformational leadership, and showed a more positive evaluation of transformational leadership than did followers with low extraversion. Moreover, perceived transformational leadership predicted the acceptance of a leader, but followers' personality traits did not moderate the relationship between perceived transformational leadership and acceptance.     

Beyond the Big Five: Leader Goal Orientation as a Predictor of Leadership Effectiveness

This study examined proximal traits as mediators of the relationships between distal traits and leadership effectiveness. Specifically, we examined goal orientation, leadership self-efficacy, and motivation to lead (MTL) as antecedents of leadership effectiveness, after controlling for the Big Five personality traits. We tested our hypotheses with a sample of 100 leaders of four-person teams performing a manufacturing task in a laboratory setting. Consistent with expectation, leadership self-efficacy partially mediated the relationships between learning goal orientation and Affective-Identity MTL as well as Social-Normative MTL, after controlling for the Big Five. Noncalculative MTL related significantly to averaged team member ratings of leadership effectiveness, after controlling for both the leader's and the team member's personality. These results help aid in our understanding of why leader traits relate to leadership effectiveness.     

Team Proactivity as a Linking Mechanism between Team Creative Efficacy,Transformational Leadership,and Risk‐Taking Norms and Team Creative Performance

Despite the growing body of research on creativity in team contexts, very few attempts have been made to explore the team‐level antecedents and the mediating processes of team creative performance on the basis of a theoretical framework. To address this gap, drawing on Paulus and Dzindolet's (2008) group creativity model, this study proposed team creative efficacy, transformational leadership, and risk‐taking norms as antecedents of team creative performance and team proactivity as an intervening mechanism between these relationships. The results of team‐level regression analyses conducted on the leaders and members of 103 Korean work teams showed that team creative efficacy and risk‐taking norms were positively associated with team creative performance. Furthermore, the relationships between team creative efficacy and team creative performance and between risk‐taking norms and team creative performance were mediated by team proactivity. These findings offer new insights regarding the antecedents and the mediator of creative performance in team contexts and important implications for theory and practice.     

Age differences between leader and followers as a moderator of the relationship between transformational leadership and team performance

In a field study of 49 R&D teams in the pharmaceutical industry, the age difference between the team leader and the team members was examined as a moderator of the relationship between transformational leadership and team supervisors' longitudinal ratings of team performance. Data collected from 285 team members and 21 team supervisors showed that this relationship was positive when the leader was older than the other team members, but non‐significant when the leader's age was closer to the mean age of the team members. This finding broadens the still fragmentary knowledge of the conditions under which transformational leadership is likely to have more or less positive effects on team performance.     

Predicting performance and performance satisfaction: mindfulness and beliefs about the ability to deal with social barriers in sport

This research investigates the role of beliefs about the ability to deal with specific social barriers and its relationships to mindfulness, football performance, and satisfaction with one's own and team performance. Study 1 aimed at eliciting these social barriers. Study 2 tested (i) whether self-efficacy referring to social barriers would predict performance over and above task-related self-efficacy and collective efficacy and (ii) the mediating role of self-efficacy to overcome social barriers in the relationship between mindfulness and performance. Participants were football (soccer) players aged 16–21 years (Study 1: N = 30; Study 2: N = 101, longitudinal sample: n = 88). Study 1 resulted in eliciting 82 social barriers referring to team, peer leadership, and coaches. Study 2 showed that task-related self-efficacy and collective efficacy explained performance satisfaction at seven-month follow-up, whereas self-efficacy referring to social barriers explained shooting performance at seven-month follow-up. Indirect associations between mindfulness and performance were found with three types of self-efficacy referring to social barriers, operating as parallel mediators. Results provide evidence for the role of beliefs about the ability to cope with social barriers and show a complex interplay between different types of self-efficacy and collective efficacy in predicting team sport performance.     

Individual Goal Orientations,Team Empowerment,and Employee Creative Performance: A Case of Cross‐level Interactions

Intrigued by relationship between team motivational context and individual characteristics in the organizational reality, we developed and tested a cross‐level model to investigate the interactive effects of team empowerment and individual goal orientations on individual creative performance through the mediating mechanism of an individual's creative self‐efficacy. Using multi‐wave multi‐source data from 63 R&D teams in three IT companies, we found that (1) team empowerment, individual learning goal orientation, and individual performance orientation are all positively related to individual creative performance through mediation of creative self‐efficacy; (2) learning orientation and performance approach orientation could both supplement the effects of team empowerment on individual creative self‐efficacy. Our findings point to the importance of individual goal orientation in shaping the effects of team motivation climates and provide insights for both scholars and practitioners. The specific practical implications include but are not limited to (1) individuals with learning and performance approach orientations should be identified during hiring procedures given that they could still thrive in less empowered teams and maintain a relatively high level of creative self‐efficacy and creative outcomes; (2) managers should consider assigning employees who are more learning oriented to more empowering and open‐ended tasks in order to obtain better creative results.     

Adolescent personality,problem behaviour and the quality of the parent–adolescent relationship

The relationship between adolescent personality and problem behaviour has been well established. However, relatively little attention has been given to the role of the social environment in the association between adolescent personality and problem behaviour. We tested the mediating and moderating role of the quality of the parent–adolescent relationship in the associations between adolescents' personality traits and problem behaviour. The sample consisted of 140 adolescents (11 to 18 years of age) and both their parents. Results supported a mediating role of the father/mother–adolescent relationship in the associations between Agreeableness, Emotional Stability, and Conscientiousness and externalizing problem behaviour. The father/mother–adolescent relationships did not mediate the associations between personality traits and internalizing problem behaviour. We also found support for a moderating role of the father/mother–adolescent relationships in the association between Emotional Stability and both externalizing and internalizing problem behaviours. Other moderated effects were specific for parent, personality trait and type of problem behaviour. Copyright © 2006 John Wiley & Sons, Ltd.     

Complex Relationships Among Personality Traits,Job Characteristics,and Work Behaviors

The aim of the study was to investigate the additive, mediating, and moderating effects of personality traits and job characteristics on work behaviors. Job applicants (N=161) completed personality questionnaires measuring extraversion, neuroticism, achievement motivation, and experience seeking. One and a half years later, supervisors rated the applicants' job performance, and the job incumbents completed questionnaires about skill variety, autonomy, and feedback, work stress, job satisfaction, work self‐efficacy, and propensity to leave. LISREL was used to test 15 hypotheses. Perceived feedback mediated the relationship between achievement motivation and job performance. Extraversion predicted work self‐efficacy and job satisfaction. Work stress mediated the relationship between neuroticism and job satisfaction. Job satisfaction and experience seeking were related to propensity to leave. Autonomy, skill variety, and feedback were related to job satisfaction.     

团队人格组成、团队过程对团队有效性的作用

由于团队对组织的重要性,团队有效性的研究倍受关注。通过对342个大学生短期团队完成决策任务的研究,旨在探讨团队人格组成与团队中间过程对团队有效性的作用机制。研究以自陈式问卷调查收集数据,采用层次回归与结构方程模型进行统计分析。研究结果表明：团队过程变量（协作、信念、凝聚力）在团队人格组成（外向性、宜人性、神经质）与团队有效性之间起中介作用,横断研究的I-P-O整体模型得到验证     

Creative Self‐Efficacy and Innovative Behavior in a Service Setting: Optimism as a Moderator

Creativity research on the personality approach has focused on the relationship between individual attributes and innovative behavior. However, few studies have empirically examined the effects of positive psychological traits on innovative behavior in an organizational setting. This study examines the relationships among creative self‐efficacy, optimism, and innovative behavior as well as the moderating effect of optimism. Longitudinal data across two periods were collected from 120 spa employees of a diet and beauty salon company in Taiwan. After controlling for the effects of job tenure and the Big Five personality traits, this study found that employees with a high level of creative self‐efficacy demonstrate a high level of innovative behavior at work, and optimism does not have a direct effect on employees' innovative behavior, but it does play a moderating role. When employees' creative self‐efficacy is high, those with greater optimism exhibit greater innovative behavior at work. Toward the end, this paper offers suggestions for future research and discusses the practical implications of this study.     

Collective Efficacy as a Mediator of the Trustworthiness – Performance Relationship in Computer-Mediated Team-based Contexts

The current study investigated the role of trustworthiness perceptions at the individual level and collective efficacy at the team level on team performance in computer-mediated teams using multi-level structural equation modeling (MSEM). It was hypothesized that trustworthiness perceptions and collective efficacy would predict team performance, and collective efficacy would partially mediate the trustworthiness – performance relationship in computer-mediated teams. Sixty-four teams (five participants each) engaged in a computer-mediated task across two experimental sessions. Trustworthiness measured after session 1, collective efficacy measured after sessions 1 and 2, and team performance measured of sessions 1 and 2 were used to build the MSEM. The half longitudinal model for assessing mediation was used to examine the influence of trustworthiness perceptions on performance through collective efficacy over time. Results demonstrated support for the hypothesized model, such that trustworthiness perceptions demonstrated indirect effects on performance through collective efficacy. These findings extend past research by identifying an emergent mechanism by which trustworthiness is important for team performance in computer-mediated teams.     

Informal Hierarchy and Team Creativity: The Moderating Role of Empowering Leadership

Although there is growing evidence that strong informal influence hierarchies can enhance teams' core task performance, recent theorising suggests that such informal hierarchies may, at the same time, stifle team creativity. The current study draws from the Motivated Information Processing in Groups (MIP-G) model to empirically examine this latter notion. Moreover, we build on functional leadership theories to propose that the link between informal hierarchy strength and team creativity hinges on a formal team leader's empowering leadership. Using a sample of 56 organisational work teams comprising 304 individuals from a wide range of industries, we found that stronger informal influence hierarchies related negatively with team creativity when the formal leader exhibited little empowering behaviour. When the formal leader acted in more empowering ways, by contrast, this negative relationship was dampened. These findings provide new knowledge on the role of informal influence hierarchies for team creativity and advance our understanding of how informal hierarchical relations and formal leadership processes can jointly shape important team outcomes.     

THE EFFECT OF VERBAL SELF-GUIDANCE TRAINING ON COLLECTIVE EFFICACY AND TEAM PERFORMANCE

Although organizations frequently use teams, few studies have systematically examined training methods designed to improve collective efficacy and team performance. As such, the primary purpose of this study was to examine the effectiveness of verbal self-guidance (VSG) training, adapted from Meichenbaum (1975,1977), on collective efficacy and team performance. Using a quasi-experimental design, undergraduate students ( n = 184) were assigned to 42 teams. These 42 teams were assigned to 2 training conditions (verbal self-guidance/comparison). Results revealed that verbal self-guidance had a main effect on collective efficacy and performance. Collective efficacy was found to mediate the VSG training-performance relationship; it also correlated significantly with both team performance and the use of verbal guidance skills.     

Personality,Autonomy, and Contextual Performance of Managers

This study contributes to research on assessment centers' (AC) external construct-related validity by investigating a potential moderator of the relationship between personality and AC dimension ratings. On the basis of recent insights in person-situation contingencies we hypothesized that individual differences in people's perception of situational demands moderate the relationship between personality and conceptually related AC dimension ratings. The hypotheses were tested with 108 individuals in two leaderless group discussion exercises. Results confirmed the hypotheses for two of the three traits (i.e., Agreeableness and Conscientiousness). In particular, people high on these traits who identified the situational demands received higher AC dimension ratings. People high on these traits who did not identify the situational demands received lower AC dimension ratings.     

Self‐efficacy in the Workplace: Linking personality to domain‐specific efficacy beliefs

Based on a social cognitive approach to personality, the role of domain‐specific efficacy beliefs were examined in two studies. Study 1 developed a measure of expectations about success in 10 different domains of common work activities with domain‐specific expectancy ratings obtained for 157 individuals along with self‐ and peer ratings of personality. Results showed that predictable relationships emerged, with the traits of the five‐factor model being important determinants of construct‐relevant efficacy beliefs. Study 2 focused on expectations about activities related to conscientiousness as a link between personality and performance across jobs. Results (N = 97) confirmed the proposed relationships and found that efficacy beliefs about trait‐relevant tasks functioned as a mediator linking conscientious and supervisor ratings of performance.     

Solidarity in STEM: How Gender Composition Affects Women’s Experience in Work Teams

The relationships among the percentage of women in a team and women’s sense of team identification and collective efficacy as well as team performance was examined. We explored these relationships in a sample of student teams conducting a semester-long social science research project within the context of science and technology-focused university. Findings with 95 U.S. college students (43 women) show that women experience higher team identification and collective efficacy as the percent of women teammates increases. Additionally, women’s team identification and collective efficacy mediate the relationship between the percentage of women on the team and overall team performance. Interestingly, the number of men on the team did not influence men’s sense of team identification, collective efficacy, or team performance. This research has implications for team composition. Specifically, when navigating diversity in teams, managers and leaders should aim to build teams that are composed of multiple women versus an approach that divides women up among various teams. In doing so, managers can better secure conditions for the development of positive teamwork experiences and, ultimately, performance.

     

Creative self‐efficacy as mediator between creative mindsets and creative problem‐solving

An emerging area of research is how one's mindset regarding the fixedness and malleability of creative ability relates to creative performance. Malleable creative mindsets tend to be positively related to creativity while fixed mindsets often show a negative association. Similarly, creative self‐efficacy, or one's beliefs that they have the capacity to be creative, is also related to creative performance and creative mindsets. While previous studies tested the direct relationship between mindsets and creativity, this study tested creative self‐efficacy in this relationship. A total of 152 students from a Midwestern university participated in the study. They were provided with measures of creative self‐efficacy, creative mindsets, and creative problem‐solving. Solutions were assessed in terms of quality and originality. Results indicated that both malleable creative mindsets and creative self‐efficacy were positively related to solution quality and originality while fixed creative mindsets were negatively related. Mediation analysis using Preacher and Hayes' (2004) bootstrapping macro showed that creative self‐efficacy mediated the relationship between malleable mindsets and quality and originality as well as the relationship between fixed mindsets and quality and originality. This research advances the study of creativity by demonstrating that creative self‐efficacy is an important mechanism through which creative mindsets relate to creative performance.     

Leader personality and 360‐degree assessments of leader behavior

To investigate the relationship between personality and multi‐source feedback, we assessed 190 health care managers by applying the Understanding Personal Potential personality test, which provides comprehensive measurement of the Big Five dimensions and eight narrower personality traits. Managers' leadership behaviors were assessed by colleagues, supervisors, a random sample of each manager's subordinates as well as the managers themselves using a 360‐degree change, production, employee (CPE) instrument. Hierarchical multivariate regression analysis showed that the Big Five variables were significantly related to the Managers' leadership behavior in all CPE dimensions. Also, addition of narrow personality variables to the Big Five increased explained variance in leadership behavior. This study is the first of its kind to include the full range of viewpoints in a 360‐degree instrument, along with a large number of subordinate assessments. We found that both the strength of the relationship between personality and behavior and the configuration of different predictors varied depending on who did the rating and what leadership orientation was investigated, and this observation merits further investigation.     

Relative Leader–Member Exchange Within Team Contexts: How and when Social Comparison Impacts Individual Effectiveness

A multilevel model was developed to examine how and when a focal individual's leader–member exchange (LMX) relative to the LMXs of coworkers within the team (relative LMX, or RLMX) influences individual in‐role performance, organizational citizenship behavior (OCB), and job satisfaction. Results, based on a sample of 275 leader–member dyads within 35 teams of a beverage company, largely supported the hypotheses. Specifically, using multilevel polynomial regression analyses, the results showed that self‐efficacy partially mediated the relationship between RLMX and in‐role performance and job satisfaction, and fully mediated the relationship between RLMX and OCB. Furthermore, the results demonstrated that team identification attenuated RLMX's direct effect on self‐efficacy, and indirect effects on in‐role performance and OCB and team supportive behavior attenuated RLMX's direct effect on self‐efficacy and indirect effect on in‐role performance.     

The role of within‐group agreement in understanding transformational leadership

Theories of transformational leadership imply that effective leaders should engage in a constellation of appropriate behaviours. Further, since an important component of transformational leadership is the leader's ability to create a consensus or a similar mindset among subordinates, attributions that the leader is transformational are likely to depend on both the leader's behaviours and the extent to which subordinates perceive the leader similarly. In the present study, these notions were tested using a multi‐source data set comprising 68 focal managers, 285 subordinates, 495 peers, and 68 supervisors. Results indicated that leaders who engage in higher levels of appropriate leader behaviours are more likely to have followers who agree in their perceptions of the leader. In addition, significant interactions were found between leader behaviours and agreement among subordinates, suggesting that agreement moderates the relationship between leader behaviours and attributions of transformational leadership style.