The effects of team strategic orientation on team process and information search

We tested the effects of team strategic orientation on team member perceptions, work strategy and information search. In Experiment 1, 80 teams worked on a hidden profile decision-making task. A defensive team strategic orientation increased members’ perceptions of the problem’s scope, leading to a more process-focused work strategy and broader information search compared to an offensive team strategic orientation. When teams needed critical information from the environment, defensive teams outperformed offensive teams; offensive teams performed better when critical information resided within the team. In Experiment 2, these findings were replicated with 92 teams performing a different decision task. When making a second decision, half of the teams were led to change their strategic orientation; teams shifting from offense to defense altered their information search behavior more readily than did teams shifting in the opposite direction, suggesting an asymmetric adaptation effect.     

Local dominance in health risk perception

Local comparisons with a few people displace the influence of general comparisons with many people during self-evaluation of performance and ability. The current research examined whether this local dominance effect obtains in the domain of health risk perception, an outcome of critical importance given its direct relation to preventative health behaviours. Participants received manipulated feedback indicating that their risk of diabetes (Study 1) or a serious car accident (Study 2) ranked above average or below average relative to numerous peers. Additionally, some participants were told that their risk ranked highest or lowest relative to a few peers. Participants evaluated their risk as significantly higher when they only knew that it ranked above average than below average. However, this effect was eliminated among participants who received additional local comparison information. These findings highlight the potential biasing influence of local comparison on everyday health judgment and behaviour.     

The relationship between employees’ experience of performance management and work engagement within a South African organisation

The study investigated the relationship between employees’ experience of performance management and work engagement. Participants were a convenience sample of employed adults (N=202; females=59%, middle management?=?48%, White?=?54%, tenure more than 9 years?=?48%) in an organisation in the vehicle and asset-based finance industry. They completed the Performance Management Questionnaire (PMQ) and Utrecht Work Engagement Scale (UWES). Multiple regression analysis was used to determine the proportion of variance of work engagement that is explained by employees’ experience of performance management. Results revealed that only empowerment significantly predicted work engagement. These findings suggest that when employees experience performance management as empowering, they are also likely to have higher levels of work engagement.     

“I control my own emotions for the sake of the team”: Emotional self-regulation and interpersonal emotion regulation among female high-performance curlers

ObjectivesThe purpose of this study was to examine emotional self-regulation and interpersonal emotion regulation within a team of competitive athletes.DesignInstrumental case study approach (Stake, 1995).MethodData collection involved multiple semi-structured interviews with all four members of a female high-performance curling team, as well as observation of team meetings, practices, and games over the entire season.ResultsAnalyses produced the main themes of emotional self regulation (body language and self-censorship) and interpersonal emotional regulation (providing positive and/or technical feedback, humour, cueing teammates about their emotions, prosocial actions and indirect actions). We also identified factors influencing emotional regulation (length of time together, team dynamics/cohesion, context, social norms and team roles, and seeking support outside the team).ConclusionsAthletes were aware of and took into account social and contextual factors (e.g., social norms and role on team) when regulating emotions in a team context, and they also identified challenges associated with emotional regulation within the team. Findings highlight the complex interplay between athletes' emotions, emotional expression, and self-regulation to achieve multiple goals (e.g., positive performances, positive social relationships), as well as the importance of examining interpersonal processes related to emotion and emotion regulation within team sports.     

The Counselor Feedback Training Model: Teaching Counseling Students Feedback Skills

Giving and receiving feedback is an important counseling skill; therefore, it is crucial to focus on this skill within counselor training. This article presents the Counselor Feedback Training Model, a developmental approach designed to assist counselor educators in teaching counseling students how to give and receive feedback.     

Children with Attention Deficit Hyperactivity Disorder

ABSTRACT

It is estimated that there have been over 4,000 articles in the literature on the subject of attentional problems, addressing its etiology, epidemiology, assessment, diagnosis, and treatment. This article reviews recent and relevant literature with an eye toward functional conclusions and linkages between assessment and intervention. The article concludes by providing a problem-solving model that integrates parent or teachers' referral concerns, reasons for these concerns, assessment methods, and intervention strategies. In the end, four definitive conclusions are drawn, and the importance of multimodal strategies that collaboratively involve home, school, and community settings is emphasized.     

A randomised Monty Hall experiment: The positive effect of conditional frequency feedback

The Monty Hall dilemma (MHD) is a notorious probability problem with a counterintuitive solution. There is a strong tendency to stay with the initial choice, despite the fact that switching doubles the probability of winning. The current randomised experiment investigates whether feedback in a series of trials improves behavioural performance on the MHD and increases the level of understanding of the problem. Feedback was either conditional or non-conditional, and was given either in frequency format or in percentage format. Results show that people learn to switch most when receiving conditional feedback in frequency format. However, problem understanding does not improve as a consequence of receiving feedback. Our study confirms the dissociation between behavioural performance on the MHD, on one hand, and actual understanding of the MHD, on the other. We discuss how this dissociation can be understood.     

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.     

Team change climate: A group-level analysis of the relationships among change information and change participation,role stressors,and well-being

We explored whether teams develop shared perceptions regarding the quantity and quality of information and the extent of participation in decision making provided in an environment of continuous change. In addition, we examined whether change climate strength moderated relationships between change climate level and team outcomes. We examined relationships among aggregated change information and change participation and aggregated team outcomes, including two role stressors (i.e., role ambiguity and role overload) and two indicators of well-being (i.e., quality of worklife and distress). Questionnaires were distributed in an Australian law enforcement agency and data were used from 178 teams. Structural equation modelling analyses, controlling for a marker variable, were conducted to examine the main effects of aggregated change information and aggregated change participation on aggregated team outcomes. Results provided support for a model that included method effects due to a marker variable. In this model, change information climate was significantly negatively associated with role ambiguity, role overload, and distress, and significantly positively associated with quality of worklife. Change participation climate was significantly positively associated with quality of worklife. Change climate strength did not moderate relationships among change climate level and team outcomes.     

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.