Relevant bibliographies by topics / Acquiescence (Psychology) Teams in the workplace

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters

Academic literature on the topic 'Acquiescence (Psychology) Teams in the workplace'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Acquiescence (Psychology) Teams in the workplace"

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Levine, Mark, and Scott Sibary. "Workplace Teams: Ethical and Legal Concerns and Approaches." Ethics & Behavior 11, no. 1 (January 2001): 55–66. http://dx.doi.org/10.1207/s15327019eb1101_5.

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Ragins, Belle Rose, John M. Cornwell, and Janice S. Miller. "Heterosexism in the Workplace." Group & Organization Management 28, no. 1 (March 2003): 45–74. http://dx.doi.org/10.1177/1059601102250018.

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This article examined the effects of multiple group memberships and relational demography on the workplace experiences of 534 gay employees, 162 of whom were gay employees of color. Two competing models of multiple group membership were tested by assessing the effects of race and gender on sexual orientation discrimination and the decision to disclose a gay identity at work. Race and gender were unrelated to heterosexism. Lesbians were as likely to disclose as gay men, but gay employees of color were less likely to disclose at work. Relational demography predictions were supported for race and sexual orientation but not for gender, suggesting that gender similarity predictions may not apply to gay employees. More heterosexism was reported with male supervisors or work teams, and these effects were stronger for lesbians than gay men. Irrespective of race, employees in racially balanced teams reported less heterosexism than those in primarily White or non-White teams.
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Yue, Chen, Patrick S. W. Fong, and Teng Li. "Meeting the challenge of workplace change: Team cooperation outperforms team competition." Social Behavior and Personality: an international journal 47, no. 7 (July 18, 2019): 1–15. http://dx.doi.org/10.2224/sbp.7997.

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We examined the influence of reward structures on team adaptation. We collected data from Chinese university students, whom we assigned to 62 teams of 3 members. They took part in a team-based card game in a laboratory setting to test if a cooperative structure promotes team adaptation by facilitating shared mental model updating, and if a competitive structure harms team adaptation by preventing shared mental model updating. This proposition was supported by the results of the between-group factorial design experiment: The efficiency of the shared mental model was lost when predicting team performance in an uncertain environment. Teams with a cooperative structure outperformed teams with a competitive structure in the task changes, and this effect was mediated by shared mental model updating. Thus, team managers should adopt a cooperative-based structure in an uncertain environment to achieve team adaptation, as well as training team members to understand the changed situation.
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Hartwig, Angelique, Sharon Clarke, Sheena Johnson, and Sara Willis. "Workplace team resilience: A systematic review and conceptual development." Organizational Psychology Review 10, no. 3-4 (April 22, 2020): 169–200. http://dx.doi.org/10.1177/2041386620919476.

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Workplace team resilience has been proposed as a potential asset for work teams to maintain performance in the face of adverse events. Nonetheless, the research on team resilience has been conceptually and methodologically inconsistent. Taking a multilevel perspective, we present an integrative review of the workplace team resilience literature to identify the conceptual nature of team resilience and its unique value over and above personal resilience as well as other team concepts. We advance resilience research by providing a new multilevel model of team resilience that offers conceptual clarification regarding the relationship between individual-level and team-level resilience. The results of our review may form the basis for the development of a common operationalization of team resilience, which facilitates new empirical research examining ways that teams can improve their adversity management in the workplace.
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Pritam, Singh Randhawa Neetu. "Analytical Study on Teams Ethnic Diversity and Workplace Organization." International Journal of Psychosocial Rehabilitation 24, no. 5 (May 30, 2020): 7276–80. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020759.

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Liu, Yi, Hongwu Xiao, and Donghan Wang. "Just because I like you: Effect of leader–member liking on workplace deviance." Social Behavior and Personality: an international journal 48, no. 3 (March 3, 2020): 1–10. http://dx.doi.org/10.2224/sbp.8838.

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We tested a theoretical model to explain how and why leader–member liking influences employees' workplace deviance, with leader–member exchange as a mediator and implicit prototype as a moderator. Participants were 227 employee–leader dyads from work teams at 3 Chinese companies in Beijing, who completed surveys at baseline and again 2 months later. The results were as follows: (a) leader–member liking decreased workplace deviance, (b) leader–member exchange mediated the relationship between leader–member liking and workplace deviance, and (c) both implicit leadership prototype and implicit followership prototype moderated the relationship between leader–member liking and leader–member exchange. We have revealed the impact of positive emotion on negative workplace behavior and also provided a simple way to approach the seemingly complex issue of staff management.
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Guan, KeXin, ZhengXue Luo, JiaXi Peng, Zhen Wang, HaiTing Sun, and Chun Qiu. "Team Networks and Team Identification: The Role of Leader-Member Exchange." Social Behavior and Personality: an international journal 41, no. 7 (August 1, 2013): 1115–23. http://dx.doi.org/10.2224/sbp.2013.41.7.1115.

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We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.
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Jordan, Peter J., Sheryl Ramsay, and Kristie M. Westerlaken. "A review of entitlement." Organizational Psychology Review 7, no. 2 (June 12, 2016): 122–42. http://dx.doi.org/10.1177/2041386616647121.

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Interest in employee entitlement perceptions is increasing in academia and in organizations. Entitlement has a long history of being conceptualized as a personality trait in psychology closely aligned with narcissism. Research on workplace entitlement has generally revealed links with negative workplace behaviors, indicating costly outcomes for individuals, teams, and organizations. Our aim in this article is to review the literature on workplace entitlement perceptions, identifying how the construct has changed definition over time, and indicating related constructs that impact on research within industrial and organizational psychology. This review progresses research in this field by examining the nomological network around entitlement and resolving current inconsistencies in the construct definition of entitlement in the workplace, and establishing a set of firm future research directions for entitlement research.
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Xu, Ning, Chia-Yen (Chad) Chiu, and Darren C. Treadway. "Tensions Between Diversity and Shared Leadership: The Role of Team Political Skill." Small Group Research 50, no. 4 (June 14, 2019): 507–38. http://dx.doi.org/10.1177/1046496419840432.

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Maintaining workplace diversity is an important legal and ethical issue in modern organizations. However, demographic heterogeneity might discourage the development of shared leadership in work teams as individuals are inherently not inclined to share leadership roles with dissimilar others. The present study is designed to investigate how political skill assists team members to overcome interpersonal dissimilarities and become engaged in mutual influence with their peers. By studying 63 student project teams using multiwave, multisource surveys, we find that team demographic faultlines on gender and race are negatively associated with shared leadership magnitude and therefore discourage team task performance. However, such destructive direct (on shared leadership magnitude) and indirect (on team performance) effects of team demographic faultlines can be mitigated when the team is staffed with many politically skilled members. Our findings bring important implications for organizations in building and encouraging shared leadership, especially in newly formed professional work teams.
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Djordjilovic, Olga. "Displaying and developing team identity in workplace meetings – a multimodal perspective." Discourse Studies 14, no. 1 (February 2012): 111–27. http://dx.doi.org/10.1177/1461445611427205.

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This article addresses the issue of how team identity is constructed between two people during a series of regular meetings of a work group in Serbia. Using conversation analysis to investigate (multimodal) social actions, this study looks at the recurrent construction of an implicit team identity by focusing on management of speaking rights and co-construction of units, and displays of knowledge and accountability. With its longitudinal perspective, the article contributes to the existing body of research on teams in interaction in general, as it builds upon previous research on interactional parties and conjoined participation. The results are especially relevant for the investigations of teams in meetings, as they provide evidence of how formal features of interaction are recurrently employed to display institutionally relevant epistemics and accountability.
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Dissertations / Theses on the topic "Acquiescence (Psychology) Teams in the workplace"

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Ford, Lucy R. "Within-Group Agreement in Perceptions of the Work Environment: Its Antecedents." VCU Scholars Compass, 2003. http://hdl.handle.net/10156/1293.

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Thesis (Ph. D.)--Virginia Commonwealth University, 2003.
Prepared for: Dept. of Management. Includes bibliographical references (leaves 141-152). Also available to VCU users online via the Internet.
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Fitzpatrick, Erin Lillian. "Forming effective teams in a workplace environment." Thesis, The University of Arizona, 2000. http://hdl.handle.net/10150/292015.

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Throughout much of the past century, manufacturing efficiencies were gained by constructing systems from independently designed and optimized tasks. Recent theories and practice have extolled the virtues of team-based practices that rely on human flexibility and empowerment to improve integrated system performance. The formation of teams requires consideration of innate tendencies and interpersonal skills as well as technical skills. In this project we develop and test mathematical models for formation of effective human teams. Team membership is selected to ensure sufficient breadth and depth of technical skills. In addition, measures of worker conative tendencies are used along with empirical results on desirable team mix to form maximally effective teams.
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Ohmer, Whitney S. "Generational Differences in the Workplace: How Does Dissimilarity Affect the Different Generations in Relation to Work Teams?" Xavier University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1421852575.

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Hardee, Alice Anne. "The effects of work group composition or minority self-categorization and performance." Thesis, Georgia Institute of Technology, 1998. http://hdl.handle.net/1853/29514.

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Kimura, Shinko. "Influence of teamwork aptitude and personal characteristics of team members on team effectiveness: How should we form effective teams?" CSUSB ScholarWorks, 2007. https://scholarworks.lib.csusb.edu/etd-project/3286.

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This study examines the factors that are important for team success by exploring the best possible criteria for selecting members for teamwork. Two models of team composition were proposed, productivty and synergy. The findings are discussed for their implications for team satisfaction and productivity.
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Karlak, Kevin Michael. "Transformational leadership and group outcomes: The mediating effects of social identification and empowerment." CSUSB ScholarWorks, 2007. https://scholarworks.lib.csusb.edu/etd-project/3279.

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Collective efficacy, group helping behaviors, and group cohesion are group outcomes that have demonstrated pervasive effects on group performance. These group outcomes are important because of the strong relationships that have been established among these variables. Transformational leadership has shown to greatly foster these outcomes. The purpose of this thesis was to investigate the relationship between transformational leadership styles and organizational group outcomes in the workplace.
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Dannhauser, Zani. "The relationship between servant leadership, follower trust, team commitment and unit effectiveness." Thesis, Link to the online version, 2007. http://hdl.handle.net/10019/375.

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Lawrence, Harriet Vee. "The effects of training in feedback on managers' attributional bias and perceived effectiveness of their work groups." Diss., This resource online, 1992. http://scholar.lib.vt.edu/theses/available/etd-10032007-171530/.

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Poovan, Negendhri. "The impact of the social values of Ubuntu on team effectiveness." Thesis, Link to the online version, 2006. http://hdl.handle.net/10019/1166.

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Schneider, Joachim. "Gender and influence in task dyads /." Thesis, Connect to this title online; UW restricted, 1997. http://hdl.handle.net/1773/8849.

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Books on the topic "Acquiescence (Psychology) Teams in the workplace"

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D, Denney James, ed. Extreme dreams depend on teams. New York: Faith Words, 2009.

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The psychology and management of project teams. New York: Oxford University Press, 2015.

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Work psychology: Understanding human behaviour in the workplace. 4th ed. Harlow, England: Prentice Hall/Financial Times, 2005.

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Brigada v zerkale sot͡s︡iologii. Moskva: Ėkonomika, 1988.

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Genov, Filip. Psikhologii︠a︡ brigady. Moskva: Progress, 1987.

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Arbeitsgruppen in Industriebetrieben. Frankfurt am Main: P. Lang, 1986.

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Bronshtein, V. V. Brigada v zerkale sotsiologii. Moskva: Ekonomika, 1988.

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Trust in military teams. Farnham, Surrey, England: Ashgate, 2011.

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L, Cooper Cary, and Robertson Ivan 1946-, eds. Work psychology: Understanding human behaviour in the workplace. 3rd ed. Harlow, England: Financial Times/Prentice Hall, 1998.

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L, Cooper Cary, and Robertson Ivan 1946-, eds. Work psychology: Understanding human behaviour in the workplace. 2nd ed. London: Pitman, 1995.

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Book chapters on the topic "Acquiescence (Psychology) Teams in the workplace"

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"Teams and Technology." In The Psychology of Workplace Technology, 123–41. Routledge, 2013. http://dx.doi.org/10.4324/9780203735565-15.

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Yavuz, Meltem. "Transformational Leadership and Authentic Leadership as Practical Implications of Positive Organizational Psychology." In Handbook of Research on Positive Organizational Behavior for Improved Workplace Performance, 122–39. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0058-3.ch008.

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A large body of evidence suggests that leadership can be learned, and followers may respond to such learned behavior positively. Indeed, motivation, engagement, health, and wellbeing of employees in an organisation depend on the quality of the managers to a great extent. In this context, managers need to be equipped with the skills and behaviors both to engage and to protect the health and wellbeing of their teams. In this chapter, the theoretical backgrounds of transformational leadership and authentic leadership are explained, and these theories are compared and contrasted with each other. It also discusses how these leadership theories might help to enhance positive psychological abilities and positive attitudes of both leaders and their followers, and how these leadership theories contribute to the development of the management-training programs.
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