Charismatic leadership,environmental dynamism,and performance

Most studies relating charismatic leadership to performance have limitations concerning selection of criterion measures and investigation of moderators. Therefore, this study examines relationships between charismatic leadership and multiple performance outcomes under different levels of environmental dynamism (i.e., level of environmental uncertainty, degree of technological change) and per type of Chief Executive Officer (firm owner versus managing director). Results revealed that charismatic leadership was positively related to common-source and multi-source perceptual performance outcomes (i.e., subordinates' positive work attitude) and to organization profitability, but unrelated to organization liquidity and solvency. The relationship between charismatic leadership and perceptual performance was stronger under conditions of environmental uncertainty than under conditions of environmental certainty. Furthermore, charismatic leadership was more strongly related to organization profitability for firm owners than for managing directors who do not own their firm. The results are discussed and several potentially fruitful avenues for future research on charismatic leadership and employee as well as organizational performance are presented.     

Influence of leadership processes on group polarization

This research attempted to examine underlying processes of group polarization under leadership conditions. One hundred and twenty-two subjects formed in groups of four and five members answered to the Choice Dilemma Questionnaire first on an individual basis and then after group discussion. Experimental conditions were manipulated through different rules of group discussion and types of appointed leaders. It was found that leadership is associated both with group polarization and with group depolarization but whether the group polarizes or depolarizes is determined by the explicit or implicit group rules which act as a systemic decisional structure.     

The feasibility,acceptability and possible benefit of a positive psychology intervention group in an adolescent inpatient eating disorder service

Positive affect focused therapies could increase subjective happiness and life satisfaction for patients with eating disorders (EDs), illnesses known to significantly impact quality of life. This longitudinal pilot study aimed to develop and implement a five session ‘Positivity Group’ using positive psychology interventions (PPIs) in an adolescent ED inpatient service. Eight female inpatients aged 11–18 years attended the group and subjective happiness and life satisfaction were assessed before, after and at 6-month follow-up. Patients provided feedback on acceptability and feasibility was assessed via patient engagement, facilitator and team feedback and the data support the feasibility and acceptability of the group. A possible benefit was derived from the group, with 75% of patients reporting meaningful improvement in subjective happiness and 87.5% in life satisfaction. Involving the wider team and supporting homework were identified as considerations for future replication alongside the assessment of implementation, acceptability, feasibility and effectiveness in other clinical contexts.     

The effects of interactive staff training on staff programing and patient aggression in a psychiatric inpatient ward

Interactive staff training (IST) uses principles of organizational psychology to help line-level staff members design and implement social learning programs for severely mentally ill inpatients. IST is a training package that includes assessment of staff perceptions regarding programatic needs, selection of appropriate social learning strategies to meet these needs, appointment of a program committee from within the ward to champion development of the social learning strategy, and participative decision making about aspects of the social learning strategy. Staff on an extended care ward at a state hospital participated in IST for 15 months as part of a pilot study of its effects. Ongoing examination of ward programing showed that IST significantly increased staff and patient participation in rehabilitation programing and decreased the rate of physical restraints and aggression-related. Changes in staff attitudes about rehabilitation programing were noted on a subsample of IST participants. Implications for more controlled research into IST are discussed.     

The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior

It has been suggested that questionnaire-based measures of leadership behavior reflect not only ratee behavior, but also a systematic bias introduced by the perceptual-memory processes of raters (Rush, M. C., Thomas, J. C., & Lord, R. G. Organizational Behavior and Human Performance, 1977, 20, 93–110). This study experimentally manipulated both stimulus behavior and performance cues to examine their joint effect on LBDQ leadership ratings. Results showed highly significant main effects for both the performance cue and the stimulus behavior manipulations, but a nonsignificant interaction. The generalizability of these results to applied settings and their implications for leadership research employing questionnaire measures of behavior were carefully considered. Several possible means of reducing contextually related biases in future studies of leadership were suggested.     

The Ringelmann effect: Studies of group size and group performance

Ringelmann's classic finding—that the addition of co-workers in a rope-pulling task leads to a linear decrement in the individual group member's average performance—was reexamined experimentally. Study I attempted to replicate the effect, using groups of subjects ranging in size from 1 to 6. Performance dropped significantly as group size was increased from one individual to two or to three, but the addition of a fourth, fifth, or sixth member produced insignificant additional decrements; thus, the effect was not linear but curvilinear. Study II was designed to examine possible sources of performance loss, separating the factors of “coordination” and “motivation” loss (Steiner, 1972). The possibility of intermember incoordination was eliminated, while motivation loss remained free to vary: Each experimental subject pulled alone, and in “groups” where he believed there were from one to five other members. Once again, individual performance declined significantly with the addition of the first and second perceived co-worker, but then leveled off for perceived group sizes three to six. Some implications are discussed.     

Intrinsic motivation,external reward,and their effect on overall motivation and performance

An unresolved debate lingers concerning the effect of performance-contingent rewards on motivation and performance. Behavioral psychology and economics suggest that performance-contingent rewards improve performance. In contrast, cognitive evaluation theory predicts that performance-contingent rewards undermine motivation and performance. We discuss the predictions of these two streams and develop an experiment that resolves the limitations of previous studies by using a new measure of intrinsic motivation: self-selection into a specific area of knowledge, as revealed by choice of academic major. Students from mathematics-related and literature-related areas were selected and randomly assigned to math and English language tests. Participants received a participation fee or a performance-contingent payment in addition to a fee. Both performance-contingent rewards and intrinsic motivation improved motivation and performance, in contrast with cognitive evaluation theory’s predictions.     

The relationship of same- and cross-gender work pairs to staff performance and supervisor leadership in residence hall units

This seven campus study found that whether men and women resident assistants report to a hall director of their same or different gender makes no difference in their view of supervisory leadership, satisfaction with the leader, overall job satisfaction, or motivation to extra effort.This research was supported in part by a grant from the Center for Educational Research and Development in the College of Education and the Computer Science Center at the University of Maryland College Park.     

Substitutes for leadership in anaesthesia teams and their impact on leadership effectiveness

In this study we aim to increase our understanding of leadership in anaesthesia teams by investigating the relationship between substitutes for leadership, leadership behaviour, and team performance in situations with varying levels of routine and standardization. The present study relied on video recordings of 12 anaesthesia teams in a simulated setting with the occurrence of a nonroutine event. Clinical team performance was measured by the speed of adequate team reaction to this event. The leadership behaviours observed were coded either as content oriented (e.g., information transmission) or structuring (e.g., assigning tasks). Results showed that leadership behaviour changed depending upon the level of routine of a situation, the degree of standardization, and, to some extent, on the experience of team members. Leadership tends to be positively related to team performance during nonroutine and low standardized situations but negatively related to team performance in routine and highly standardized situations. Furthermore, leadership is only slightly related to team member experience. This study improves our understanding of influences of substitutes for leadership on successful leadership behaviour in anaesthesia teams. The findings also lead to suggestions for both further research and the enhancement of team leadership in critical care.