Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes

This study investigated the effects of transformational and transactional leadership styles and communication media on team interaction styles and outcomes. Teams communicated through one of the following three ways: (a) face-to-face, (b) desktop videoconference, or (c) text-based chat. Results indicated that transformational and transactional leadership styles did not affect team interaction styles or outcomes; that the mean constructive interaction score was higher in FTF than videoconference and chat teams, but not significantly higher in videoconference than chat teams; and that teams working in richer communication media did not achieve higher task performance than those communicating through less rich media. Finally, mean team cohesion scores were higher in FTF and videoconference than chat teams, but not significantly higher in FTF than videoconference teams. These results provide further evidence that communication media do have important effects on team interaction styles and cohesion.     

Lessons Learned from the National Arts and Youth Demonstration Project: Longitudinal Study of a Canadian After-School Program

We discuss some of the lessons the investigators learned during the development, implementation, and dissemination phases of the National Arts and Youth Demonstration Project (NAYDP). The lessons learned are relevant to various groups involved in large-scale, multi-site, community-based intervention studies: parents, youth, researchers, project staff, policy makers, and funders. Specific lessons learned include: (1) how to engage the community; (2) methodological lessons, including cross-site training and monitoring adherence to research protocol; (3) recruiting and sustaining involvement of parents and youth; (4) program development; and (5) dissemination strategies.     

Student Experiences of the Adolescent Diversion Project: A Community-Based Exemplar in the Pedagogy of Service-Learning

Service-learning partnerships between universities and surrounding communities striving to create systems-level change must consider an emphasis in critical community service; a community centered paradigm where students are taught to work with communities to better understand contexts surrounding a social problem, as opposed to merely volunteering to provide a service to a community. The Adolescent Diversion Project (ADP), which has been operating for over 30 years, demonstrates critical community service through the type of relationship built between students and the local community. This article describes: a qualitative study with ADP students, the historical context of ADP, what and how students learned through their involvement in ADP, and reframes the work of this project as a form of service-learning pedagogy. Inductive content analysis was employed to identify underlying themes across participants related to their personal experiences of ADP and its impact in their lives. Findings were compared with service-learning outcomes and other quantitative studies conducted with past ADP cohorts from the literature. Consistent with past studies, ADP students become more negative toward social systems involved with their youth. This finding may explain an increase in feelings of political commitment following involvement in ADP. Consistent with service-learning outcomes, results demonstrate that ADP should be further documented as not only an effective community-based program but also as an exemplar in the pedagogy of service-learning. This study highlights why service-learning opportunities for students are not just one way to teach students, they are opportunities to bridge relationships within communities, bring life to theoretical concepts, and build the foundations necessary for educated citizens that will one day take lead roles in our society.     

Buying and building success: Perceptions of organizational strategies for improvement

What makes people like a team? We suggest and test here whether people’s perceptions of teams and organizations differ as a function of the strategy the teams pick on their way to success. Two main strategies are compared: (1) Development is a strategy focused on building and enhancing the abilities of current team members; and (2) Acquisition is a strategy focused on buying talent from outside the organization. Does the way to success matter? In other words, will the strategy a team endorse affects how much people like the team? In five studies (N = 1,672) we tested whether people prefer teams that were successful by being (a) built through long-term development of team members or (b) bought by acquiring expensive personal developed elsewhere. Across the five studies, people preferred built teams over bought teams, including sport teams and law firms. Effort and group cohesion were more attributed to build than to bought teams. In a “mediators contest,” effort attributions proved most robust. People like built teams more than bought ones, mostly because they value the effort and hard work that built teams represent.     

What good leaders actually do: micro-level leadership behaviour,leader evaluations,and team decision quality

We supplement broad definitions of leadership behaviour with the concept of micro-level leadership behaviour, leaders’ verbal and non-verbal visible conduct and interaction. For the context of team decision-making, we identify two potentially beneficial micro-level leadership behaviours, question asking and behavioural mimicry. Specifically, we propose that under conditions of informational complexity and unshared information, participative leadership is most appropriate for team decision-making, that its effects are mediated by inquiring and empathy, and that question asking and mimicry are the behavioural micro-level manifestations of inquiring and empathy. We thus hypothesize that the effect of participative leadership on team decision quality and leader evaluation is mediated by question asking and mimicry. We conduct a laboratory experiment with student teams working on a hidden profile decision-making task and measure question asking through behavioural coding and mimicry with motion sensors. Results show that the effect of participative leadership on decision quality is mediated by question asking, and that the effect of participative leadership on leader evaluation as transformational is mediated by leaders’ behavioural mimicry and question asking. Under control of these micro-level behaviours, team decision quality and leader evaluations were unrelated.     

The building blocks of shared leadership: The interactive effects of diversity types,team climate,and time

Despite the wealth of empirical studies and recent meta-analyses demonstrating the positive performance effects of shared leadership, knowledge regarding antecedents is limited. We draw upon a collective approach to leadership identity construction theory and team diversity in order to understand the member attributes that impact leadership sharing. We suggest that both informational/functional and social categorization diversity types are important dimensions when considering shared leadership antecedents. First, we suggest functional diversity will result in higher levels of shared leadership but will only be realized when teams elicit a cooperative climate. Second, we suggest that gender diversity, a salient social category, will have a negative impact on shared leadership, particularly in a low cooperative climate. We further hypothesize these effects will change over time as the positive effects of functional diversity strengthen and the negative effects of gender differences weaken. We test our hypotheses, including the impact on team performance, in a time-lagged sample of 267 undergraduate students in 73 teams competing in a complex business simulation and a constructive replication with 142 MBA students in 41 teams. Theoretical and practical implications are discussed.     

不同适应水平小学生情境投射反应比较--小学生自我调节机制的一项研究

本研究选取发展良好与适应不良的三—-五年级小学生为被试,用完成句子的形式进行投射测验,以比较分析被试对于句子呈现情境的主观意义感受特征。结果表明,两组被试在学习任务完成后的体验、集体的地位感和人际交往的亲和性与支持感等方面主观意义感受存在明显的差异。数项结果分析显示,适应不良的被试可能存在着两种类型的反应。