ASSESSING THE INCREMENTAL VALIDITY OF TEAM CONSENSUS RATINGS OVER AGGREGATION OF INDIVIDUAL-LEVEL DATA IN PREDICTING TEAM EFFECTIVENESS

Using data collected from 98 work teams, empowerment levels were assessed based on the aggregation of individual team member ratings as well as on a team consensus approach utilized after aggregation. These 2 methods of measuring team empowerment were then compared on their ability to predict manager ratings of team effectiveness on 4 dimensions. Findings demonstrated that the consensus method of measuring team empowerment explained significantly greater variance in team effectiveness than did the aggregation method alone. We discuss implications for team research and practice based on these findings and include a discussion on when using consensus after aggregation may be most appropriate.     

CROSS-NATIONAL DIFFERENCES IN RELATIONSHIPS OF WORK DEMANDS, JOB SATISFACTION, AND TURNOVER INTENTIONS WITH WORK–FAMILY CONFLICT

A study of work interference with family (WIF) among managers is described, contrasting four clusters of countries, one of which is individualistic (Anglo) and three of which are collectivistic (Asia, East Europe, and Latin America). Country cluster (Anglo vs. each of the others) moderated the relation of work demands with strain-based WIF, with the Anglo country cluster having the strongest relationships. Country cluster moderated some of the relationships of strain-based WIF with both job satisfaction and turnover intentions, with Anglos showing the strongest relationships. Cluster differences in domestic help were ruled out as the possible explanation for these moderator results.     

THE ROLE OF AFFECT AND LEADERSHIP DURING ORGANIZATIONAL CHANGE

Based on multilevel data collected at 2 points in time, we examine the role of employees’ affective experiences in shaping their commitment and behavioral responses to both the initial (Time 1) and later (Time 2) phases of organizational change (12 months later). We also test the cross‐level effect of workgroup managers’ transformational leadership on their employees’ responses to change. We find strong support for predicted longitudinal relationships between employees’ affective experiences and their commitment and behavioral responses to change. In particular, employees’ positive and negative affect (NA) at Time 1 significantly predict both their commitment to change and the 3 dimensions (supportive, resistant, and creative) of behavioral responses at Time 2. Further, the effects of NA directly influence employee change commitment and behaviors at Time 2, whereas the long‐term effects of positive affect occur both directly and indirectly through commitment to change at Time 1. Finally, our results support the hypothesized role of workgroup managers’ transformational leadership in shaping employees’ affective reactions and commitment to change at the initial phase of change and thereby, their subsequent behavioral responses in the later phase. We discuss the implications for theory and practice in organizational change.     

DEVELOPING EXECUTIVE LEADERS: THE RELATIVE CONTRIBUTION OF COGNITIVE ABILITY,PERSONALITY, AND THE ACCUMULATION OF WORK EXPERIENCE IN PREDICTING STRATEGIC THINKING COMPETENCY

We conceptually define and empirically investigate the accumulation of work experience—a concept that refers to the extent to which executives have amassed varied levels of roles and responsibilities (i.e., contributor, manager, lead strategist) in each of the key work activities that they have encountered over the course of their careers. In studying executives’ work experience accumulation, we consider key antecedents such as executives’ cognitive ability and personality traits, namely Extraversion and Openness to Experience, and examine the value of work experience accumulation on executives’ strategic thinking competency. Analyses of multisource data from 703 executives revealed 3 key findings: (a) accumulated work experience positively relates to executives’ strategic thinking competency after controlling for individual characteristics and other measures of work experience; (b) executives’ cognitive ability demonstrates the strongest and most positive relationship to executives’ strategic thinking competency; and (c) extraverted executives tend to achieve higher levels of work experience accumulation. Relative weight analyses also indicated that cognitive ability and accumulated work experience are the 2 most important predictors for executives’ strategic thinking competency among the other predictors. These findings are discussed in light of their practical implications.