Passion,grit and mindset in the ages 14 to 77: Exploring relationship and gender differences

This study aims to investigate the relationship between passion, grit and mindset across the life span. The sample consisted of 917 participants between 14 to 77 years old. The eight item Passion Scale was used to assess passion, and the Grit-S scale to assess grit. Mindset was measured with the Theories of Intelligence Scale (TIS). The scale has 8-items.The results showed that for the group as a whole there was a significant relationship between passion and grit (r = .325); passion and mindset (r= .166) and grit and mindset (r= .167).For the female group (N = 502) the correlation was significant for the three factors: between passion and grit (r = .311), for passion and mindset (r = .195), and grit and mindset (r = .170). For the male group (N = 415) the correlation between the factors was also significant: for passion and grit (r = . 362), for passion and mindset (r = . 161), and grit and mindset (r = . 163).For the youngest age groups (14–19, 20–36, 37–53) the correlation between passion and grit was significant: 14–19: r = .588; 20–36: r = .317; 37–53: r = . 491. For the two oldest age groups the correlation was not significant. For passion and mindset the correlation was significant for the two youngest age group only. 14–19: r = .226; 20–36: r = . 161. For grit and mindset there was significant correlation for age group 2 only. 20–36: r = . 195).These findings might be potentially important for better understanding of the relationship between these constructs positively related to learning, achievement, well-being and life satisfaction.     

Passion,grit and mindset: Exploring gender differences

The main aim of the study was to explore the gender differences in passion, grit and mindset in a large sample. The sample consisted of 917 participants in the age range 14–77. The eight item Passion Scale was used to assess passion, and the Grit-S scale was used to assess grit. Mindset was measured with the Theories of Intelligence Scale (TIS). The scale has 8-items. The results show significant difference between female and male in the passion factor only, in favor of males. The difference was significant in 6 of 8 questions. In addition, we computed a score, PGM total score, from the averages of z-scores for the three factors, passion score total, grit score total and growth mindset score total. Here it was a significant difference between the genders in favor of the males. The results are discussed in relation to more active dopamine system in males.     

Doing it for the team: Soccer coaches' identity leadership predicts players' effort,turnover intentions,and performance

ObjectivesThe present research investigates how coaches' identity leadership predicts individual and team outcomes in soccer. Specifically, we tested hypotheses that coaches' identity leadership would be associated with players' perceptions of (a) higher team effort, (b) lower turnover intentions, (c) better individual performance, and (d) better team performance. In addition, we aimed to examine the relationship between coaches' identity leadership and increased team identification of players and the degree to which the associations of identity leadership with these various outcomes were mediated by players' strength of team identification.DesignWe conducted a cross-sectional study of male soccer players in Germany.MethodThe final sample consisted of 247 male soccer players nested in 24 teams that completed measures of their coaches' identity leadership, team identification, team effort, turnover intentions, and individual/team performance.ResultsAnalysis revealed a positive relationship between coaches' identity leadership and team effort, as well as individual and team performance. Moreover, coaches' identity leadership was associated with lower turnover intentions. There was also evidence that the relationships between identity leadership and the investigated outcomes were mediated by team identification.ConclusionsThese findings support claims that coaches' identity leadership is associated with better individual and team outcomes because it helps to build a sense of ‘we’ and ‘us’ in the team they lead.     

Social identity leadership in sport and exercise: Current status and future directions

The social identity approach is fast becoming a prominent framework for understanding effective leadership in sport and exercise contexts. The last five years, in particular, has seen a proliferation of research informed by the identity leadership approach, with a focus on two broad outcomes: performance and health. Using these two key outcomes as an organising framework, we provide a critical narrative review of research that has examined the presence, role, and benefits of identity leadership in sport and exercise contexts, and identify fruitful avenues for future research. Applying a broader lens, we then make five key recommendations for future identity leadership research in sport and exercise contexts. Specifically, we highlight the need for research (a) using more rigorous and varied research designs, (b) using stronger measures, (c) comparing the effects of identity leadership to the effects of other types of leadership, (d) assessing further potential mediators of relationships between identity leadership and key outcomes, and (e) exploring the possible dark side of identity leadership.     

État des lieux des comportements proactifs en contexte professionnel

Our aim was to identify in the scientific field of social psychology and management, the different academic approaches and models of the proactivity concept. In the first instance, the proactivity concept is mentioned as a dispositional variable and an interindividual difference involving personality traits and associated behaviors. In the second, we more specifically explore proactive behaviors and their features. In a complementary manner, we expose some environmental elements understood to promote the initiation and continuation of proactive behavior (decision latitude, autonomy, transformational leadership). Finally, we introduce a few proactivity concept limitations and benefits of using such behaviours in organizational environment. We then conclude this work with a few research proposals such as the variability of the proactivity level and the possibility of acquiring proactive behaviours.     

What's measured is not necessarily managed: cognitive contingencies of organizational measurement

Organizational measurement is necessary for managing incremental improvements or change efforts. Some have argued that indicators of financial performance measure the past and should be joined by "lead" measures such as management development and customer relations, assumed to be drivers of performance. Approaches of "lead" measures have met criticism for not contributing to operational management. The present is an empirical case study where measures from a customer satisfaction survey and a management assessment instrument were analyzed and compared to actual measures of financial performance. The effects of measures obtained seem to depend on the interpretations and reflection taking place in the organization. The pursuit of "lead" indicators did not seem to drive results. Counter-intuitively, higher scores on these measures were related to poorer financial performance. The explication of and reflection on the underlying dynamic seemed to turn the development in a profitable direction.     

短时作业中警戒绩效影响因素的实验研究:兼用信号检测论分析

本文研究了短时（１小时内）作业中警戒绩效的一些影响因素。实验采用ＥＰ７１０警戒仪,研究了短时作业中时间、信号密度（信噪比）以及信号显著性（占空比）对警戒绩效的影响。使用的方法为信号检测论。因变量指标为辨别力指数ｄ’和判断标准Ｂ。结果发现,作业时间和占空比对警戒绩效没有影响,信噪比对辨别力指数ｄ’有影响但对判断标准Ｂ没有影响。结果提示,在短时作业中,信噪比对警戒绩效起显著作用．     

Defying conventional wisdom: A meta-analytical examination of the differences between demographic and job-related diversity relationships with performance

Conventional wisdom in the diversity literature holds that job-related dimensions of diversity are the domain of positive performance, whereas demographic dimensions of diversity are the domain of negative performance effects. In a meta-analysis (N = 146 studies, 612 effect sizes), we show that this conclusion may be based on rater biases; it does not apply to studies involving more objective assessments of performance, assessments that cannot be influenced by knowledge of a team’s composition. We also show that the influence of job-related diversity is moderated by task complexity and that job-related diversity is more positively related to innovative performance than to in-role performance. We discuss how these results invite a reconsideration of the role of the job-related/demographic diversity distinction and provide suggestions on how to further advance our understanding of diversity’s effects.     

Driver performance, rewards and motivation: A simulator study

It has been suggested that effort invested in a task may be moderated by the perception of the nature of reward offered, e.g., whether social or financial in nature. If levels of payment for empirical work meaningfully influence the effort invested in tasks by participants, the implications may be serious and wide-ranging for the reliability and validity of published data. The study reported in this paper, examines this thesis in a driving context. Thirty-six participants were allocated to either a No payment, Low payment or Medium payment condition in a driving simulator. They undertook both easy and difficult driving scenarios in which performance was measured. Subjective workload and performance results indicated that task difficulty was successfully manipulated with the study. However, in contrast to the previous research in non-driving contexts, participants not receiving rewards were found to perform more poorly and experience increased time pressure.     

Performing well - Feeling bad? Effects of perfectionism under experimentally induced stress on tension and performance

The present study explored the influence of dispositional perfectionism (i.e. perfectionistic concerns and perfectionistic strivings) on tension and performance under low or high experimentally induced stress. Results support the moderating role of perfectionism concerning tension and indicate that stress-related processes underlie the vulnerability of perfectionistic concerns. In addition, buffering effects of perfectionistic strivings were found, supporting the 2 × 2 model of dispositional perfectionism by Gaudreau and Thompson (2010). No evidence was found for the moderating role of perfectionistic strivings concerning performance, but results provide evidence for positive effects of perfectionistic concerns on performance.