Getting connected: Intergroup contact on Facebook

One correlational study examined whether virtual contact via Facebook is positively related to intergroup relations. The followers of two online campaigns from Iran and Israel—whose countries have been in a politically hostile relationship since the 1980s—indicated the amount of direct and indirect virtual (Facebook) and real-life outgroup contact they have had, a number of quality and affective judgments about that contact, and completed an affective prejudice measure about the respective outgroup. Overall, contact was negatively associated with affective prejudice, providing support for the contact hypothesis in a specific and exclusively virtual setting with citizens of hostile nations. Previously experienced real-life contact did not moderate the results, suggesting that virtual contact has an independent link to positive outgroup attitudes.     

Meeting the need or falling in line? The effect of laissez-faire formal leaders on informal leadership

We consider the utility of two contrasting theoretical perspectives in explaining how laissez-faire formal leaders and team member motivation to lead (MTL) influences informal leadership and team task performance. The first perspective, functional leadership theory, is the dominant lens used currently to understand informal leadership. However, we suggest that social learning theory offers a compelling alternative account. In a multiwave survey study of 344 members of 72 work teams, we find support for the social learning theory predictions that laissez-faire formal leaders are perceived by team members to engage in less modeling of effective leadership and as a result are negatively associated with informal leadership and team task performance. We do not find support for the functional leadership theory predictions that laissez-faire formal leaders are positively associated with team members’ informal leadership and team task performance, which would be due to an increased perceived need for leadership. The social learning effects are stronger for teams that are lower in member MTL and weaker for teams that are higher in member MTL. These results suggest social learning theory may be preferable to functional leadership theory for understanding informal leadership in teams.     

Climate for work group creativity and innovation: Norwegian validation of the team climate inventory (TCI)

The present study assessed the psychometric properties and the validity of the Norwegian translation of the Team Climate Inventory (TCI). The TCI is a measure of climate for innovation within groups at work and is based on the four-factor theory of climate for innovation (West, 1990). Cronbach's alpha revealed satisfactory reliabilities and exploratory factor analysis successfully extracted the four original factors as well as a fifth factor that has also been reported in other studies (N = 195 teams from a wide range of professions). Results from confirmatory factor analysis, using a different sample (N = 106 teams from the Norwegian public postal service), suggested that the five-factor solution had the most parsimonious fit. Criterion validity was explored by correlating TCI scores from 92 post offices and 395 postal distribution teams with customer satisfaction scores. Significant positive relationships were found between three of four TCI scales and customer satisfaction.     

Shared leadership development and team performance: A new look at the dynamics of shared leadership

The present study offers new theoretical insights into the dynamics of shared leadership. Integrating arguments from shared leadership and team development theory, we examine how shared leadership changes over the course of a project team's life cycle and how this pattern of change relates to team performance. Guided by shared leadership theory and project team literature, we also explore team‐level factors, which may alter the pattern of shared leadership development. In particular, we propose that in project teams shared leadership develops in a nonuniform way, approximating an inverted U‐shaped pattern, increasing early in the team's life cycle, peaking around the midpoint, and then decreasing in the later phase. In turn, this development pattern relates positively to team performance. We also extend theory by explaining how specific team characteristics influence the pattern of shared leadership development. Using a three‐study approach, we empirically examine the hypothesized relationships and conclude with a general discussion of the theoretical and practical implications of our findings.     

Comparison between two continuous performance tests for identifying ADHD: Traditional vs. virtual realityEjecución continua para la detección del TDAH: pruebas tradicionales frente a la realidad virtual

Background/Objective: Continuous Performance Tests (CPTs) have demonstrated validity when differentiating children with ADHD from healthy controls. However, these CPTs have limitations such as low ecological validity. New CPTs based on the use of Virtual Reality (VR) have appeared as supposedly improved methods for assessing ADHD. This study aims to compare the discriminant value of attentional variables produced by a VR CPT (Aula Nesplora) with that of variables from a traditional CPT (Test of Variables of Attention; TOVA) for identifying ADHD. Method: A total of 338 children aged between 6 and 16 years old (M = 10.84, SD = 3.01) participated in the study: 31.95% correspond to the inattentive presentation, 15.38% to the impulsive-hyperactive presentation, 22.78% to the combined presentation, and the remaining 29.88% correspond to children without ADHD. Results: Results indicated that Aula Nesplora predicts ADHD presentations better than TOVA. It also differentiates better between ADHD and non-ADHD students. Conclusions: These findings show the potential advantages of using virtual reality in ADHD assessment, as it facilitates the diagnosis of ADHD and the differentiation of its presentations in a realistic environment.     

Long-term spatial clustering in free recall

We explored the influence of space on the organisation of items in long-term memory. In two experiments, we asked our participants to explore a virtual environment and memorise discrete items presented at specific locations. Memory for those items was later on tested in immediate (T1) and 24 hours delayed (T2) free recall tests, in which subjects were asked to recall as many items as possible in any order. In experiment 2, we further examined the contribution of active and passive navigation in recollection dynamics. Results across experiments revealed a significant tendency for participants to consecutively recall items that were encountered in proximate locations during learning. Moreover, the degree of spatial organisation and the total number of items recalled were positively correlated in the immediate and the delayed tests. Results from experiment 2 indicated that the spatial clustering of items was independent of navigation types. Our results highlight the long-term stability of spatial clustering effects and their correlation with recall performance, complementing previous results collected in immediate or briefly delayed tests.     

Development of a cognitive function test using virtual reality technology: examination in healthy participants

We developed a virtual reality test to assess the cognitive function of Japanese people in near-daily-life environment, namely, a virtual shopping test (VST). In this test, participants were asked to execute shopping tasks using touch panel operations in a “virtual shopping mall.” We examined differences in VST performances among healthy participants of different ages and correlations between VST and screening tests, such as the Mini–Mental State Examination (MMSE) and Everyday Memory Checklist (EMC). We included 285 healthy participants between 20 and 86 years of age in seven age groups. Therefore, each VST index tended to decrease with advancing age; differences among age groups were significant. Most VST indices had a significantly negative correlation with MMSE and significantly positive correlation with EMC. VST may be useful for assessing general cognitive decline; effects of age must be considered for proper interpretation of the VST scores.     

Se sentir bien pour diriger efficacement : l’importance du plaisir au travail chez les responsables d’équipe

The purpose of this study is to investigate the role team leaders’ work enjoyment regarding team members’ attitudes by taking account of the mediating role of empowering leadership and the moderating effect of task interdependence. The sample includes 58 team leaders and 229 team members from a Canadian public safety organization. Using a multilevel approach, results indicate that empowering leadership may mediate the relationships that team leaders’ work enjoyment may have with team members’ attitudes (i.e., team commitment and turnover intention). Furthermore, results reveal that the relationship between work enjoyment and empowering leadership is moderated by task interdependence, such that this relationship is stronger when the level of task interdependence is low.     

Activist Theatre: The Effects of Community Performance on System Justification and Willingness to Engage in Activism

System justification is a motivation to legitimize the status quo that disables individuals from changing oppressive social systems. Community performance has long been used as a tool to illuminate and challenge such systems of power. The goal of the present study was to provide an empirical test of the effectiveness of community performance in the context of gender‐based oppression. Specifically, the present study tested whether a community performance could decrease audience members' system justification and increase intentions to engage in collective and virtual action to correct these oppressive systems. The performance consisted of 18 community‐created pieces performed by 11 actresses before an audience of 165 members of the college and local communities across three days. A total of 153 audience members participated in the study. Results indicated that a 50‐min performance reduced system justification while increasing willingness to take collective and virtual‐based action. Limitations and implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.