To be or not to be trusted: The influence of media richness on defection and deception

When business transactions take place between strangers, individuals rely on the cues during communication to determine whether they can trust others’ intentions. How that process occurs in the context of computer-mediated, video-mediated, and face-to-face interactions is still somewhat unknown. We examine how media richness influences both affective-based and cognitive-based trust in the context of two studies with two different social dilemma scenarios. Further, we explore how these two types of trust influence not only non-cooperative behavior (defection) but also lying (deception). Results from the first study suggest cognitive-based trust mediates the relationship between media richness and defection, while results from both studies suggest that affective-based trust mediates the relationship between media richness and deception. Video-mediated communication solves some, but not all, of the problems inherent when interacting via communication technology.     

团队互动过程研究述评

团队的特性在于成员间有相互作用,团队效能很大程度上取决于团队成员间的互动过程。文章从团队互动的视角概览了新近有关研究。概括出：（1）团队互动过程的行为要素,包括沟通、协调、相互支持、冲突、领导行为、目标行为等;（2）伴随互动过程涌现的情感状态及互动风格;（3）团队互动的测评;（4）团队互动培训。提出进一步研究有待加强直接以团队互动过程为对象,建构高效团队互动的核心模型等。     

Effects of trusting and being trusted on team citizenship behaviours in chain stores

Previous studies showed a robust and positive relationship between subordinates' trust for leaders and their individual organizational citizenship behaviours. Building on this foundation, we examined two extensions. First, based on the team citizenship behaviours approach, we studied whether the same relationship held at the group level. Second, drawing from literature on leadership and self-efficacy, we studied whether leaders' perceptions of being trusted by their subordinates mattered in this trust relationship; we also examined how this perception affected team citizenship behaviours. Results showed that subordinates' trust for leaders and team citizenship behaviours were positively related at the team level. When leaders felt more trusted, teams showed more citizenship behaviours. Beyond these main effects, leaders' felt trust was found to negatively moderate the relationship between staff trust for leaders and team citizenship behaviours. Theoretical and practical implications of this research are discussed.     

Using performance feedback to enhance implementation fidelity of the problem-solving team process

Implementation integrity is a potentially critical issue for problem-solving teams (PST) and most response-to-intervention models. The current study hypothesized that providing performance feedback, which has consistently been shown to increase implementation integrity, to PSTs would enhance the procedural integrity of the process. The PSTs for three elementary schools were provided performance feedback with a 20-item checklist created from the literature. A multiple-baseline design across schools revealed an immediate change in level after providing performance feedback. The resulting percentages of non-overlapping data were 90.9%, 90.0%, and 100%. However, PSTs still did not monitor student progress, assess the effectiveness of the intervention, or measure the integrity with which the intervention was implemented even after receiving feedback. Thus, providing performance feedback could be a method to increase the fidelity with which critical components of data-based problem-solving are implemented, but these data suggest the need for additional research.     

Personality and team performance: a meta‐analysis

Using a meta‐analytical procedure, the relationship between team composition in terms of the Big‐Five personality traits (trait elevation and variability) and team performance were researched. The number of teams upon which analyses were performed ranged from 106 to 527. For the total sample, significant effects were found for elevation in agreeableness (ρ = 0.24) and conscientiousness (ρ = 0.20), and for variability in agreeableness (ρ = ?0.12) and conscientiousness (ρ = ?0.24). Moderation by type of team was tested for professional teams versus student teams. Moderation results for agreeableness and conscientiousness were in line with the total sample results. However, student and professional teams differed in effects for emotional stability and openness to experience. Based on these results, suggestions for future team composition research are presented. Copyright © 2006 John Wiley & Sons, Ltd.     

Effects of Personality on Individual Earnings: Leadership Role Occupancy as a Mediator

Purpose  The purpose of this study was to investigate the direct and indirect effects of personality characteristics on individual earnings and to examine a person’s leadership role occupancy as the potential mediator in the personality–earnings relationship. Design/Methodology/Approach  Longitudinal survey data were collected from a sample of 209 individuals. Earnings were measured 6 years after the personality variables. Findings  Two personality traits, i.e., Social Potency and Achievement, predict individual earnings longitudinally. The effects of personality were partially mediated by the person’s occupancy of leadership roles in the workplace. For those occupying similar leadership positions, people higher in social potency still have greater earnings. Implications  These findings lend support for personality assessment in personnel selection and have important implications for leadership development and individual career success. Originality/Value  Previous research suggests that personality influences individual earnings beyond the effects of traditional human capital variables. This study is among the first to distinguish personality’s direct and indirect (through leadership role occupancy) effects on individual earnings. The findings provide direct support for the incentive-enhancing property of personality as well as indirect support for the trait activation theory on the personality–earnings relationship.

变革型领导力和交易型领导力：团队绩效的预测指标

在高不确定,高度竞争,高度挑战的任务情景下,领导力在团队中将扮演怎样的角色？变革型领导力与交易型领导力又是如何预测团队任务绩效的？为了回答这些问题,该研究对130名学生被试,31个团队,用ERP沙盘模拟游戏来进行模拟实验。通过高度模拟现实中企业经营的情景,从而提高实验结果的外部效度。实验结果表明,变革型领导力与交易型领导力都能够积极地预测团队任务绩效,消极领导力与任务绩效呈负相关,虽然并没有达到统计学显著水平,但研究结果的方向都支持了实验假设。     

创新期望差距与团队突破性创新：自我调节理论视角

本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。