The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective

Employees' personal initiative (i.e., their active and future-oriented engagement at work) is of high relevance to organizations that strive for innovation and competitiveness. To better understand its drivers and diminishers, the present study refers to Affective Events Theory and examines the impact of leader emotion management, team conflict, and affective well-being on personal initiative. Data from 300 members of 59 work teams in Germany were gathered from multiple sources at three points in time over the course of 2 weeks. Multilevel analyses indicated that leader emotion management positively affected team members' personal initiative and that this effect was mediated by team members' affective well-being. Data also revealed a contrasting negative indirect effect of task conflict within the team on team members' personal initiative via team members' affective well-being. The study's results suggest that the improvement of leaders' emotion management as well as the establishment of work conditions and experiences that foster affective well-being should be seriously considered by organizations wishing to facilitate personal initiative in team settings.     

Angry at your boss: Who cares? Anger recognition and mediation effectiveness

The key to success for workplace mediators lies in establishing a relationship of understanding, empathy, and trust with the conflicting parties. Literature suggests that the recognition of parties’ emotions by the mediator is essential to obtain such a relation. Although anger is one of the most prevailing emotions in conflict, little is known about how parties react to the experience of anger recognition on the part of the mediator, how this affects their perceptions of mediation effectiveness, and whether this is moderated by the hierarchical position parties occupy. Drawing on theories of power, emotions, and conflict, this study tests the hypothesis that conflicting parties in workplace mediation who experience anger recognition on the part of the mediator perceive the mediation as more effective and that this is more so for subordinates than for supervisors. Data collected in real labour mediations support this. Implications for mediation theory and practice are discussed.     

Effects of membership change on open discussion and team performance: The moderating role of team tenure

This study identified temporal conditions when membership change may enhance or diminish team functioning. Using a longitudinal repeated measures design surveying 41 R&D teams, this study examined whether team tenure moderated the relationship of membership change with open discussion and team performance. The results illustrated that increasing membership change was positively associated with both open discussion and team performance for newly formed teams, whereas this association was negative for long-serving teams. Thus, what matters is not so much whether a team's membership changes but rather whether the team's longevity supports or impedes adaptation to personnel changes.     

Fostering innovation in functionally diverse teams: The two faces of transformational leadership

Empirical research on the effects of functional diversity on team innovation has yielded largely inconsistent results, showing positive, negative, as well as nonsignificant effects. For capitalizing on the positive potential inherent in functionally diverse teams, opening the black box between cross-functionality and team innovation by analysing mediating and moderating processes thus seems to be highly relevant. In this article, task and relationship conflicts are introduced as mediators of functional diversity and team innovation. Within this framework, transformational leadership is discussed as a moderator. It will become apparent that the role of transformational leadership in fostering the innovativeness of cross-functional teams is rather ambiguous. The discussed mediators and the moderator transformational leadership are integrated into a comprehensive framework and propositions for future research are derived.     

School Effectiveness Findings 1979–2002

The London studies of school effectiveness in the 1970s provided evidence that the qualities of schools made a significant difference to pupil progress, after taking account of the characteristics and backgrounds of the pupils at the time of school entry. The purpose of this article is to review the further evidence that has accumulated since then in order to assess how far the findings have been confirmed or refuted, what new questions have arisen and what key challenges remain. The continuing areas of research and debate include school effects on behavioral outcomes, the effects of class size, the importance of parental involvement, the impact of intake mix, peer influences, and level of resources. There has been greater agreement on the many features fostering school effectiveness. However, questions remain on how to bring about desired changes. The paper concludes by drawing attention to 10 largely unanswered questions that matter for policy and practice.     

Cross-fertilization versus transmission: Recommendations for developing a bidirectional approach to psychotherapy dissemination research

Psychotherapy researchers are increasingly engaged in collaborations with clinical practitioners and mental health administrators. Each party brings its own perspectives, values, and agendas to bear in these encounters. Viable research—practice collaborations depend on understanding and negotiating some of the tensions in these relationships. In this article, we discuss the contexts that prevail for various participants in a psychotherapy dissemination study as well as the values, goals, costs, and benefits related to research participation. This article is a collaboration among the researchers, mental health administrators, therapists, and clients involved in an ongoing treatment dissemination study. Our recommendations for research—practice collaborations are based on our experiences and dialogues over the course of this study.     

Study of the adjustment of Western expatriates in Taiwan ROC with the Multicultural Personality Questionnaire

The present paper examined the validity of the Multicultural Personality Questionnaire (MPQ). As criteria of validity three levels of adjustment were used. The study took place among a sample of expatriates ( N = 102) during their assignment in Taiwan. The MPQ has scales for cultural empathy, open-mindedness, social initiative, emotional stability and flexibility. The MPQ scales appeared to be predictive of expatriates' personal, professional and social adjustment. In all three domains, emotional stability appeared most consistently as a predictor of adjustment. Social initiative was an additional strong predictor of psychological well-being, as was cultural empathy of satisfaction with life and of the amount of social support in the host country. Flexibility was a predictor of job satisfaction and social support. The study also examined the effects of marital status on adjustment. Married expatriates showed higher levels of adjustment than expatriates who were single or separated.     

The relationship of coping and its perceived effectiveness to positive and negative affect in sport

This article examined the ability of six different coping strategies and their perceived effectiveness in predicting positive and negative affect in sport. Furthermore, it was investigated whether perceived coping effectiveness moderated the influence of coping strategies on affect. British University athletes (N = 356) were requested to recall a recent important competition in their sport when they had a stressful or challenging experience. They were then asked to rate the extent to which they relied on a number of different coping strategies to deal with the situation and the degree to which they found these effective. In agreement with the theoretical predictions of Folkman (1984), problem-focused coping predicted positive affect whereas emotion-focused coping predicted negative affect. Furthermore, for almost all the coping variables, their perceived effectiveness predicted, in a positive way, positive affect and negatively, negative affect. Moreover, the perceived effectiveness of the coping strategies of seeking social support, venting of emotions, and behavioural disengagement, moderated the influence of those strategies on affect. Lastly, a comparison between high and low effective coping groups showed that the former was associated with more pleasant affective experiences.     

Revisiting the mediating role of leader–member exchange in transformational leadership: the differential impact model

Transformational leadership (TFL) has been proposed as an essential antecedent of leader–member exchange (LMX), which in turn affects outcomes in organizations. We extend this mediation hypothesis in two ways by proposing a differential impact model, which we test on three organizational outcomes: employee job satisfaction, employee organizational commitment, and leader effectiveness. First, we extend LMX’s mediational impact—which has previously only been tested for employee outcomes—to leader effectiveness. Second, we argue that this mediation will be stronger for outcomes that are more proximal rather than distal to dyadic relations between leader and followers (high proximity: job satisfaction; medium proximity: organizational commitment; low proximity: leader effectiveness). Meta-analytic structural equation modelling based on 132 studies revealed that LMX mediates TFL’s relationships with employee outcomes (more strongly for job satisfaction than for commitment), but not with leader effectiveness, whereas TFL showed a stronger direct link to leader effectiveness. The findings suggest that TLF and LMX contribute differentially to organizational outcomes depending on their proximity to dyadic relations between leaders and followers. The differential impact model uncovers leadership effectiveness processes, integrates influential leadership theories, and highlights the importance of distinguishing between different outcome measures and the processes facilitating them.     

Expertise in soccer teams: A thematic inquiry into the role of Shared Mental Models within team chemistry

AimsThe purpose of the current study was to establish a conceptual framework of team chemistry components in sport with an emphasis on Shared Mental Models (SMM).MethodElite soccer coaches (n = 6) and players (n = 3) were interviewed using a semi-structured interview guide. An inductive thematic analysis was employed to analyze the data.ResultsFour themes related to team chemistry components were identified: (1) members' characteristics (i.e., demographic data, on-field characteristics, and member's ego), (2) coach–players interactions (i.e., professional interaction and emotional intelligence of coaches), (3) interactions among the players (i.e., professional understanding, efficacy beliefs, team cohesion, players' emotional intelligence, team roles, and goals), and (4) interactions with environmental factors (i.e., owners, management, fans, and media).ConclusionsThe cognitive components of the team chemistry model were clustered to establish a conceptual framework of SMM. Furthermore, the cognitive-affective-social-behavioral linkage of team chemistry and athletic performance is examined in light of the emerged model and conceptual framework. Implications and future directions are also discussed.