Browsing by Author "Thompson, Nicole J."
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- Comparing the Development of Intragroup Trust and Performance Feedback Influence in Interdisciplinary and Homogeneous TeamsThompson, Nicole J. (Virginia Tech, 2011-03-02)The present study seeks to advance understanding of intragroup trust and team diversity. The dynamic interrelationships between intragroup trust, information sharing, and performance were examined over feedback cycles in interdisciplinary and homogeneous teams. In a three-hour lab session, participants completed a management simulation task in teams of four. Performance feedback was administered and process variables were measured periodically throughout the task. Several hypotheses were posed predicting differences between team type as well as the dynamic influence of performance feedback on the nature of trust. Findings both add to knowledge about the development of trust as well as point to future research directions. Although trust displayed an overall positive linear trend independent of team type, Cycle 1 performance feedback contributed to the trust trajectory. Additionally, considerations for operationalizations of information sharing and team performance are discussed in light of findings.
- Leader Effectiveness in the Eye of the Beholder: Self-Affirming Implicit Policies in Leader PerceptionThompson, Nicole J. (Virginia Tech, 2013-06-12)The present study employed a novel approach to extend current knowledge of how ideal leader prototypes and self-concepts solely and dually influence leader categorization and effectiveness judgments. Cluster analysis and policy-capturing were employed to examine independent and dependent variables as patterns. Findings partially supported hypotheses and corroborated previous research. Leader categorization and effectiveness judgments were self-affirming across multiple managerial performance scenarios; implicit policies varied based on the pattern of traits exhibited within their self-concepts and ideal leader prototypes. On average, people who endorsed prototypical ideal leader prototypes and self-concepts were more stringent compared to individuals with less prototypical patterns. They categorized fewer managers as leaders, perceived them as less effective, and weighed Planning, Motivating, and Controlling performance behaviors more in their judgments. The study also showed ideal leader prototypes explained variance in implicit policies for leader categorization and effectiveness beyond the variance accounted for by self-concepts; however, the self-concept remained a significant predictor of implicit policies for leader effectiveness. This novel finding suggests the self-concept, like the ideal leader prototype, is relevant in weighting performance behaviors for effectiveness judgment.