Browsing by Author "McCusker, Maureen E."
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- Competing Conversations: An Examination of Competition as Intrateam InteractionsAbraham, Elsheba K.; McCusker, Maureen E.; Foti, Roseanne J. (Frontiers, 2019-05-03)Intrateam competition is an inherently social and interactional process, yet it is not often studied as such. Research on competition is mostly limited to studying it as an individual state and assumes that the resulting team outcomes are equivalent across different competition types. Often overlooked in competition research are the means through which competition can lead to constructive outcomes for the team. Constructive competition occurs when the primary motivation is not to win at the expense of others, but rather to make social comparisons and gain knowledge of relative competence. This study furthers insight into constructive competition by studying its interpersonal characteristics as it develops within a team, and its impact on task conflict, perceived performance, and team satisfaction. The conversations of 24 student project teams were recorded over 4 weeks and analyzed, operationalizing competition as an attempt to exert control and influence on the team. Each individual then provided sociometric ratings of perceived performance of each team member, and rated the level of task conflict and satisfaction of the team. The effects of competition on perceived performance and team satisfaction, both directly and indirectly through task conflict, were examined. Findings demonstrated a negative direct effect of competition on the range of perceived performance ratings, and a positive indirect effect of competition on team satisfaction as mediated through task conflict. The study broadens understanding on the construct of competition and underscores the positive implications competition can bring to the teams.
- A Dyadic Approach to Leadership EmergenceMcCusker, Maureen E. (Virginia Tech, 2015-05-26)Leadership emergence is best conceptualized as a complex, multi-level process arising from the dynamic interplay of all elements in the process: group members, relations, and context (Day, 2014). This study seeks to simultaneously examine to the role of each in the leadership emergence process by assessing leader and follower traits, their trait similarity, task, behaviors, and the network itself. Using a rotation design, 99 cadets in groups of three completed four tasks with alternating partners and subsequently provided sociometric ratings of each of their group members. Data was analyzed using Exponential Random Graph Modeling, which controls for endogenous group effects. In general, there was a tendency toward nominating others as leaders. High scores on dominance and intelligence predicted leadership emergence, and low scores on dominance predicted follower emergence. The type of task did not affect leadership emergence. Perceived leader behavior unexpectedly reduced the likelihood of nominating another as a leader. Results from this study highlight the importance of studying all components of leadership process and are once step closer toward doing so completely and accurately.
- A Longitudinal Investigation of the Interactional Process Mechanisms of Leadership Emergence in DyadsMcCusker, Maureen E. (Virginia Tech, 2018-07-11)The purpose of the following study was to advance the science of leadership emergence by taking a process-oriented approach to understand the dyadic micro-level interacts that underlie the emergence of leader-follower relationship. While most leadership emergence research focuses mainly on attributes, behaviors, or perceptions of individuals and neglects the multi-level, temporal and contextual of the emergence leaders, this study focuses on dyads' attributes, behaviors and perceptions and considers the teams, over time, and in situ. Individuals worked together in teams over the course of four weeks to accomplish a task, and their verbal interactions were recorded and coded. Attributes of dyads and dyadic perceptions of leader-follower relationship emergence were collected. Results showed dyads that were more similar in leadership self-efficacy were more likely to engage in symmetrical types of interactions. Furthermore, the more dyads engaged in such symmetrical exchanges, the more likely they were to both see each other as leaders, than to both not see each as leaders. Contrary to expectations, no significant results were found for the effect of dyadic dissimilarity on dyadic interactions, or for the effect of complementary interactions of leader-follower relationship emergence. Implications of these findings are discussed.
- Virginia Tech's Dual Career ProgramLayne, Margaret E.; Camargo, Elsa; McCusker, Maureen E. (2015-06-01)Virginia Tech implemented a dual career support program in 2006 to assist spouses and partners of faculty members to employment at the university or in the local community. Located in the town of Blacksburg in the scenic New River Vall the university is by far the largest employer in this relatively rural area, with over 4000 instructional, research, and profe and 3500 professional, technical, clerical, and other support staff. In order to attract and retain outstanding faculty mem spouses and partners of faculty members to be able to pursue their careers as well. Virginia Tech’s dual career program dedicated to working with faculty families to connect them with potential employers and provide support for their job se coordinator maintains a network of contacts across the university and in the local community to facilitate placements. T affairs works with spouses and partners who are seeking tenure track appointments, and can provide bridge funding if exemptions are available for dual career hires. From 2006 to 2014, 133 individuals have been hired by the university u exemption and/or bridge funding. The provost has provided partial funding for 88 dual career hires during this time, and received job search support through the dual career program.