Bouncing Back from Setbacks: On the Mediating Role of Team Resilience in the Relationship Between Transformational Leadership and Team Effectiveness

The purpose of this study was to clarify the role of team resilience on different facets of effectiveness (team viability and quality of the group experience). Moreover, given the importance of team resilience for the organizational context, it was also our aim to contribute to the study of the conditions that promote team resilience, analyzing the role of transformational leadership. Finally, we examined whether the relationship between transformational leadership and team resilience stimulates positive team outcomes. Ninety teams (445 employees from 40 companies) were surveyed and path analysis was used in the test of the hypotheses. The results showed a positive direct effect of team resilience on both team viability and the quality of the group experience. Moreover, a positive relationship was also identified between transformational leadership and team resilience. Finally, support was found for the mediated effect of team resilience on the relationship between transformational leadership and the dimensions of team effectiveness considered. The findings of this study highlight the role of team resilience as an intervening process between transformational leadership and team effectiveness. Supervisors should promote team resilience, adopting transformational leadership behaviors, in order to contribute to increase team viability and the quality of the group experience.     

Direct remembering,mediated remembering,and atypical forgetting functions

Atypical forgetting functions have been demonstrated in several recent studies of delayed matching to sample, in which experimental conditions are altered partway through the retention interval. The forgetting functions are atypical in that accuracy or discriminability is not always a negatively accelerated monotonic function of increasing retention interval duration, but may increase at later times in the retention interval. Atypical forgetting functions reflect changes in levels of discrimination. A switch from a lower level to a higher level of discrimination, or vice versa, can occur at any time in the retention interval. The behavioral theories of remembering proposed by Nevin, Davison, Odum, and Shahan (2007), and White and Brown (2014), offer quantitative predictions of forgetting functions that differ in intercept or slope. Both theories are able to account for atypical forgetting functions, by assuming time‐independent changes in the mediating effect of attending to sample and comparison stimuli (in Nevin et al.'s model) or in the direct effect of the context of reinforcement of the conditional discrimination (in White & Brown's model). Despite differences in their main assumptions, the theories have an edge over any theory that assumes that forgetting is time‐dependent.     

Understanding the prevalence and correlates of implicit theories of weight in the United States: Insights from a nationally representative sample

Objectives: The primary aim of this research is to understand how mindsets about weight controllability in the United States relate to population health. We examined the distribution of people’s implicit theories of weight, from an incremental (controllable) to an entity (not controllable) mindset, in a nationally representative sample, as well as their relation to: sociodemographic factors, beliefs about behaviour and genetics as causes of obesity and engagement in weight management-relevant behaviours.

Methods: We report data from the National Cancer Institute’s Health Information National Trends Survey 4.

Results: A majority of respondents endorsed an incremental mindset of body weight, but endorsement of this mindset was stronger among younger, white respondents, and those with a higher income and more educational attainment. A stronger incremental mindset was related to stronger behaviour and weaker genetic causal beliefs about obesity, as well as a tendency to report increased engagement in weight management-relevant behaviours.

Conclusions: Our research provides evidence that although incremental mindsets are more common overall and associated with engagement in health behaviours that can contribute to or detract from population health, incremental mindsets are less common among individuals from more marginalised groups.     

Our Followers Are Lions,Theirs Are Sheep: How Social Identity Shapes Theories About Followership and Social Influence

Two studies examine how self‐categorization theory can be used to refine our understanding of people's implicit theories about followership and social influence. Results from Study 1 show that perceivers regard followers of a group they themselves identify strongly with (rather than not at all) to be more representative of the prototype of effective followers (displaying enthusiasm, industry, good citizenship) and to be less representative of the antiprototype of effective followers (displaying conformity, incompetence, and insubordination). Results are replicated in a second experiment in which we compare the views of those self‐categorizing as either Republican or Democrat responding to followers of the Republican and Democratic Party. Results of Study 2 replicate those of Study 1 and also reveal qualitative differences in the preferred influence strategy for dealing with followers. Specifically, respondents seek to engage in persuasion when trying to change the behavior of ingroup followers, while resorting to coercion when trying to change the behavior of outgroup followers. Our results are the first to provide evidence that perceivers' theories about what followers are like and how they are influenced most effectively are structured by perceivers' identification (and dis‐identification) with the particular groups that leaders are championing.     

Are Teachers' Implicit Theories of Creativity Related to the Recognition of Their Students' Creativity?

We examine the structure of implicit theories of creativity among Polish high schools teachers and the role those theories play for the accuracy of teachers' assessment of their students' creativity. Latent class analysis revealed the existence of four classes of teachers, whose perception of a creative student differed: two of these classes defined a creative student incoherently with the existing theories of creativity, and the other two classes did that in accordance with Kirton's (1976) theory of creativity styles, that is, as adaptors or innovators. Teachers who perceived a creative student as an adaptor tended to more accurately assess the creativity of females, whereas teachers perceiving a creative student as an innovator more accurately assessed the creativity of males. We discuss the theoretical and practical consequences of these findings.     

德行领导与员工不道德行为、利他行为:道德推脱的中介作用

以道德推脱理论为基础,运用问卷调查法,通过对776名员工的调查,探讨了德行领导对员工不道德行为和利他行为的影响及道德推脱在这一影响中的中介作用。研究发现:(1)德行领导会抑制员工不道德行为的产生、促进员工利他行为的出现;(2)道德推脱会促进员工不道德行为的产生、抑制员工利他行为的出现;(3)德行领导通过道德推脱的完全中介作用负向影响员工的不道德行为,通过道德推脱的部分中介作用正向影响员工的利他行为。     

内隐人格观对他人知觉的影响

以大学生为被试,采用投射测验法分离出两类不同性质的内隐人格观,然后通过效价匹配实验和错觉关联实验,初步探讨了内隐人格观对他人知觉的信息加工模式的影响。研究结果表明:(1)跨性格、能力等不同人格属性有共通一致的内隐观;(2)固存观的反面就是渐变观,它们是同一维度的两极;(3)与渐变观者相比,固存观者更易以一种评价性方式知觉他人信息;同时,渐变观者不像固存观者那样对他人特质作出静态判断,而是集中注意力于理解他人行为发生的动态过程。     

The Perceived Leadership Communication Questionnaire (PLCQ): Development and Validation

The Perceived Leadership Communication Questionnaire (PLCQ) is a short, reliable, and valid instrument for measuring leadership communication from both perspectives of the leader and the follower. Drawing on a communication-based approach to leadership and following a theoretical framework of interpersonal communication processes in organizations, this article describes the development and validation of a one-dimensional 6-item scale in four studies (total N = 604). Results from Study 1 and 2 provide evidence for the internal consistency and factorial validity of the PLCQ's self-rating version (PLCQ-SR)—a version for measuring how leaders perceive their own communication with their followers. Results from Study 3 and 4 show internal consistency, construct validity, and criterion validity of the PLCQ's other-rating version (PLCQ-OR)—a version for measuring how followers perceive the communication of their leaders. Cronbach's α had an average of.80 over the four studies. All confirmatory factor analyses yielded good to excellent model fit indices. Convergent validity was established by average positive correlations of.69 with subdimensions of transformational leadership and leader–member exchange scales. Furthermore, nonsignificant correlations with socially desirable responding indicated discriminant validity. Last, criterion validity was supported by a moderately positive correlation with job satisfaction (r =.31).     

Is Charismatic Leadership Effective When Workers Are Pressured To Be Good Citizens?

Prior research has explored how employees’ perceptions of their leaders impact their work attitudes and behaviors. Studies have shown that charismatic leaders motivate individuals to be more engaged and to exhibit more organizational citizenship behaviors. This study considers how a moderator, citizenship pressure, affects how charismatic leaders might inspire their followers to go above and beyond and be more engaged in their work. Using a sample of 243 workers, this study's findings show that charismatic leadership has a stronger positive effect on job engagement when employees perceive less citizenship pressure. Citizenship pressure did not moderate the relationship between charismatic leadership and organizational citizenship behavior. Implications of this study include an examination of the moderating influence of citizenship pressure, a relatively new construct. Practically, the implications may shed some light on leadership factors that encourage increased effort from employees and greater employee engagement. More specifically, findings suggest that persons are motivated to exhibit more OCBs to meet high expectations of charismatic leaders. However, when seeking engagement, feeling pressure to perform these OCBs has a reverse effect as more job engagement results with less citizenship pressure. Future research suggestions and limitations are discussed.