| Who is Supporting Whom?: Quality Team Effectiveness and Perceived Organizational Support |
| | Howes, John | AlliedSignal Inc. | john.howes@alliedsignal.com | (913) 712-5760 |
| | Cropanzano, Russell Salvador | Colorado State U. | russell@lamar.colostate.edu | (970) 491-6001 |
| | Grandey, Alicia Ann | Colorado State U. | aagrand@lamar.colostate.edu | (970) |
| | Mohler, Carolyn | Colorado State U. | cmohler@lamar.colostate.edu | (970) 491-4320 |
| | Using a multi-foci approach, we explored the relation of perceived support to worker attitudes, citizenship behaviors, and quality team performance. By expanding previous theoretical models we formulated three foci of support: an organization’s support for an individual, a quality team’s support for an individual, and an organization’s support for a quality team. Hypotheses were tested with 136 participants of 25 quality teams. As expected, organizational support for individuals was the best predictor of organizational commitment, job satisfaction, and turnover intentions from the organization. Team support for individuals was the best predictor of individual levels of team commitment, team satisfaction, turnover intentions from the team, and group cohesion. Finally, organizational support for the team was the best predictor of team performance. Contrary to expectations, none of the support foci predicted citizenship behaviors. Results are discussed in terms of the ability of these three foci to expand the domain of perceived support and to guide managers in the development of more effective quality improvement teams. |
| | Keywords: organizational support; work teams; quality management |
| Preference for Team-Based Rewards: Construct Development and Initial Validation |
| | Duffy, Michelle K. | U. of Kentucky | mkduff2@pop.uky.edu | (606)-257-3741 |
| | Shaw, Jason D. | Drexel U. | shawj@post.drexel.edu | 215-895-2142 |
| | Stark, Eric M. | Washington | estark@washjeff.edu | 610-667-4951 |
| | This paper reports the development and intial validation of a preference for team-based rewards measure. Results provide support
for the unidimensionality of the revised 9-item scale in two different time periods, provide inital discriminant and convergent validity
evidence, and address the factors which may lead to preference changes. |
| | Keywords: Teams; Rewards |
| Personality and Preferred Managerial Style: Evidence from the U. S. and New Zealand |
| | Stevens, Charles D. | North Dakota State University | chsteven@prairie.nodak.edu | 701-231-7935 |
| | Guthrie, James P. | U. of Kansas | jguthrie@bschool.wpo.ukans.edu | 785-864-7546 |
| | Ash, Ronald A. | U. of Kansas | rash@bschool.wpo.ukans.edu | (785)-864-7550 |
| | Coate, Charles Joseph | Geneseo College-SUNY | coate@uno.cc.geneseo.edu | 716-245-5316 |
| | In traditional, command and control organizations, a manager's supervisory role is to closely monitor and direct subordinates. In recent years, many organizations have re-structured work in ways which require front-line workers to plan and think for themselves, with little direction from supervisors. At the extreme, first-line managers and supervisors are non-existent as self-directed work teams elect team leaders from their own ranks. As suggested by the person-organization (P-O) fit literature, reserach is needed which identifies individuals whose characteristics represent a good "fit" or "match" with alternative manager-subordinate relationship structures. This study investigates whether differences in personality are systematically associated with preferences for first-line management jobs requiring different approaches to supervison. Subjects form the U.S. and New Zealand (n=200) completed a Big Five personality instrument (the Hogan Personality Inventory or HPI) and an instrument developed to measure managerial style preferences (the Manager/Subordinate Relationship Preference or MSRP). Consistent with previous work, resulsts generally indicate that individuals who prefer more participative styles of management also exhibit higher levels of agreeableness and openness to experience. In contrast to previous insignificant findings for extraversion, the two HPI components of extraversion, sociability and ambition, display significant and opposing relationships with preferences for more participative styles of management. While individuals who prefer more participative styles of management exhibit higher levels of sociability, they also exhibit lower levels of ambition. |
| | Keywords: Personality; Organization; Selection |
| The Makings of a Team Leader: The FFM and Cognitive Ability |
| | Taggar, Simon | Memorial U. of Newfoundland | staggar@morgan.ucs.mun.ca | (709)-737-7980 |
| | Saha, Sudhir | Memorial U. of Newfoundland | sksaha@morgan.ucs.mun.ca | (709)-737-8854 |
| | The aim of this study was to investigate (a) personality attributes and cognitive ability as determinants
of emergent team leadership, and (b) the impact of staff member leadership ability on team performance.
Autonomous work team members who had been working together for 13 weeks were studied. Subjects
were 480, second year undergraduate business students in 94 initially leaderless teams of 5 or 6. We
found that emergent team leaders were conscientious, extroverted, low in neuroticism and high in
cognitive ability. Teams performed best when both the emergent leader and other team members were
high in leadership. An effective leader does not ameliorate the negative affects of a staff low in leadership
ability.
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| | Keywords: Teams; Leadership; Traits |