This exploratory study investigated leader behaviors related to perceived leader support, encompassing both instrumental and socioemotional support. The study first established that leader support, proposed to be a key feature of the work environment for creativity, was positively related to the peer-rated creativity of subordinates working on creative projects in seven different companies. Then, to identify the specific leader behaviors that might give rise to perceived support, two qualitative analyses were conducted on daily diary narratives written by these subordinates. The first, which focused on specific leader behaviors that had significantly predicted leader support in a preliminary quantitative analysis, illuminated both effective and ineffective forms of leader behavior. In addition, it revealed not only subordinate perceptual reactions to this behavior (their perceptions of leader support), but affective reactions as well. The second qualitative analysis focused on the behavior of two extreme team leaders in context over time, revealing both positive and negative spirals of leader behavior, subordinate reactions, and subordinate creativity.

The discriminant validity of perceptions of organizational politics, organizational support, and procedural and distributive justice was examined as the distinctions between these variables have been blurred in past research. Results from a sample of 418 full-time employees provided evidence of discriminant validity for these variables. First, structural equation modelling was used to isolate the best structural representation of these four variables. Then, six theoretically relevant predictors (i.e., leader-member exchange, centralization, formalization, co-worker cooperation, role conflict, and locus of control) were examined in an effort to provide further conceptual separation. Five of the six antecedents distinguished among politics, justice, and support. Suggestions for additional research that can shed light on the distinctions and similarities of these variables are offered based on the results of this study.

ABSTRACT The use of interdisciplinary teams to address human service delivery issues is becoming increasingly common. Complicated problems require the expertise of a variety of specialists from different disciplines, and increased specialization brings with it a heightened needfor interdisciplinary collaboration. While team meetings are expected to serve as the vehicle for successful collaboration among professionals, three barriers often stand in the way of effective team interactions: disorganization, misunderstandings, and problem-solving difficulties. These problems suggest a need for interventions aimed at improving team communication and decision-making processes, as well as a need for methods to observe and evaluate the effects of such interventions on a team's functioning. The purpose of this research was twofold: First, we sought to investigate the effects of an intervention that differentially targeted and trained three sets of group communication and decision-making skills aimed at addressing the three barriers mentioned above. A second goal was to develop new methods of observation that would overcome several serious limitations which have characterized the bulk of existing team intervention research. An interdisciplinary rehabilitation clinic's staff served as the subject of the study. Using a multiple baseline design across categories of behaviors, the effects of a three-part intervention on the team's day-to-day meeting behavior was assessed. While there was substantial variability and overlap in much of the data, videotaped observations revealed that following each training session, there were modest increases in the average frequency of use of most targeted behaviors. Social validation data indicated that team members found the training to be both useful and enjoyable. Implications forfuture research are discussed.

以来自36个组织的223名员工为被试,通过上级、同事和员工自评三方配对的问卷数据,研究探讨了高承诺组织与员工建言行为之间的关系。采用多层结构方程模型等方法进行数据分析,结果发现：（1）高承诺组织对员工建言行为（包括上行建言和平行建言）有显著的促进作用;（2）员工知觉到组织内的职业机会在高承诺组织和上行建言之间起部分中介作用;工作满意度在高承诺组织和平行建言之间起部分中介作用;（3）工作绩效在知觉到职业机会和上行建言之间起正向调节作用;人际关系在工作满意度和平行建言之间起正向调节作用;（4）不光如此,工作绩效还调节着“高承诺组织-知觉职业机会-上行建言”这一中介路径;人际关系还调节着“高承诺组织-工作满意感-平行建言”这一中介路径。文章最后对所得结果、理论和实践意义及未来研究做了讨论。

Bridging the task conflict, team creativity, and project team development literatures, we present a contingency model in which the relationship between task conflict and team creativity depends on the level of conflict and when it occurs in the life cycle of a project team. In a study of 71 information technology project teams in the greater China region, we found that task conflict had a curvilinear effect on team creativity, such that creativity was highest at moderate levels of task conflict. Additionally, we found this relationship to be moderated by team phase, such that the curvilinear effect was strongest at an early phase. In contrast, at later phases of the team life cycle, task conflict was found to be unrelated to team creativity.

This paper examines the relationship between subgroups and team learning behavior, defined as a cycle of experimentation, reflective communication, and codification. We develop the construct of "subgroup strength," defined as the degree of overlap across multiple demographic characteristics among a subset of team members. Contrary to conventional wisdom, we propose that the presence of subgroups within a team may stimulate learning behavior and that organizational design features, such as performance management by an external leader, team empowerment, and the availability of a knowledge management system, may have different effects on teams, depending on subgroup strength. Data on 156 teams in five pharmaceutical and medical products firms confirmed that moderately strong demographic subgroups in teams fostered learning behavior. In addition, both very homogeneous and very heterogeneous teams were more inclined to engage in learning behavior, but only if we controlled for the concurrent effect of subgroup strength. Finally, subgroup strength moderated the impact of organizational design features on team learning. Overall, this study contributes to the literature on team composition, design, and learning by highlighting the importance of subgroups for understanding team behavior.

Theorists in various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general "upper echelons perspective." The theory states that organizational outcomes-strategic choices and performance levels-are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.

This article provides an overview of communication networks and the role of verbal behavior in behavioral systems analysis. Our discussion highlights styles of leadership in the design and implementation of effective organizational contingencies that affect ways by which coordinated work practices are managed. We draw upon literature pertaining to complex systems and rule governance to understand how communication networks and verbal rules contribute to the issues involved in reengineering behavioral systems in the face of continued socioeconomic and cultural demands. An analysis of leadership in relation to communication networks in organizations is discussed.

Creativity is essential to the performance of new product development (NPD) teams. Since the creative NPD task requires teams to combine and integrate input from multiple NPD team members, the team communication pattern is an important determinant of NPD team creativity. In the empirical part of this study, we find that team creativity requires a moderate frequency of communication and a low level of communication centralization. Building on these results, in the second part of this paper, we present a three-factor model (member proximity, communication modality, team task structure) that addresses how creativity can be managed through the effective design and management of virtuality in NPD teams. We end with recommendations for further research.

ABSTRACT This paper describes the successful application of reflective learning journals to promote critical self-awareness and improve both individual and team performance among members in 11 management undergraduate teams conducting management research projects. Qualitative analyses of the journals revealed several major themes; for example, management skills development, leadership, team communications, stresses of team work, and individual versus team work. Analyses of the journaling evaluation data showed that participants found journaling a useful learning tool. Recommendations are presented for those interested in using reflective learning journals to improve individual and team performance.

We draw on eight different lab and field samples to delineate the effects of expressed humility on several important organizational outcomes, including performance, satisfaction, learning goal orientation, engagement, and turnover. We first review several literatures to define the construct of expressed humility, discuss its implications in social interactions, and distinguish expressed humility from related constructs. Using five different samples, Study 1 develops and validates an observer-report measure of expressed humility. Study 2 examines the strength of expressed humility predictions of individual performance and contextual performance (i.e., quality of team member contribution) relative to conscientiousness, global self-efficacy, and general mental ability. This study also reveals that with regard to individual performance, expressed humility may compensate for lower general mental ability. Study 3 reports insights from a large field sample that examines the relationship between leader-expressed humility and employee retention as mediated by job satisfaction and employee engagement as mediated by team learning orientation. We conclude with recommendations for future research.

Monte Carlo simulation is a useful but underutilized method of constructing confidence intervals for indirect effects in mediation analysis. The Monte Carlo confidence interval method has several distinct advantages over rival methods. Its performance is comparable to other widely accepted methods of interval construction, it can be used when only summary data are available, it can be used in situations where rival methods (e.g., bootstrapping and distribution of the product methods) are difficult or impossible, and it is not as computer-intensive as some other methods. In this study we discuss Monte Carlo confidence intervals for indirect effects, report the results of a simulation study comparing their performance to that of competing methods, demonstrate the method in applied examples, and discuss several software options for implementation in applied settings.

Using a sample of 290 employees and their supervisors from 46 Korean companies, we found that (1) transformational leadership was positively related to follower creativity, (2) followers' "conservation," a value, moderated that relationship, and (3) intrinsic motivation mediated the contribution of the interaction of transformational leadership and conservation and partially mediated the contribution of transformational leadership to creativity. We discuss implications of these results for research and practice.

We examine the impact of subjective power on leadership behavior and demonstrate that the psychological effect of power on leaders spills over to impact team effectiveness. Specifically, drawing from the approach/inhibition theory of power, power-devaluation theory, and organizational research on the antecedents of employee voice, we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance. Three studies find consistent support for this argument. The implications for theory and practice are discussed.

This questionnaire study among 343 members of 41 work teams in a financial set-vices organization examined the effects of individual team members' perceived task interdependence and perceived goal interdependence on innovative behavior in teams characterized by different levels of group diversity. Multilevel analyses revealed that individual's perceived task and goal interdependence were not related to innovative behavior in homogeneous teams. In heterogeneous teams, however, task interdependence was strongly and positively related to innovative behavior for individuals who perceived high levels of goal interdependence, and unrelated to innovative behavior for those who perceived low levels of goal interdependence. (C) 2003 Elsevier Inc. All rights reserved.

Research on the relationship between work group diversity and performance has yielded inconsistent results. To address this problem, the authors propose the categorization-elaboration model (CEM), which reconceptualizes and integrates information/decision making and social categorization perspectives on work-group diversity and performance. The CEM incorporates mediator and moderator variables that typically have been ignored in diversity research and incorporates the view that information/decision making and social categorization processes interact such that intergroup biases flowing from social categorization disrupt the elaboration (in-depth processing) of task-relevant information and perspectives. In addition, the authors propose that attempts to link the positive and negative effects of diversity to specific types of diversity should be abandoned in favor of the assumption that all dimensions of diversity may have positive as well as negative effects. The ways in which these propositions may set the agenda for future research in diversity are discussed.