Papers - Social Emotions by Vanessa Druskat
Personality and …, Jan 1, 1996
Papers by Vanessa Druskat
Page 272. Chapter 10 The Link Between Group Emotional Competence and Group Effectiveness Steven B... more Page 272. Chapter 10 The Link Between Group Emotional Competence and Group Effectiveness Steven B. Wolff Innovative Systems Associates Vanessa Urch Druskat The University of New Hampshire Whittemore School of ...
Leadership Quarterly, Oct 1, 2002
We present and test a theory on leader emergence in self-managing teams that highlights the emoti... more We present and test a theory on leader emergence in self-managing teams that highlights the emotional and cognitive skills underlying selection as an informal team leader. Existing theory and research reveals that informal leaders are selected because they display constructive task and team management behavior. We contribute to existing theory in two ways. First, by proposing that specific cognitive processes and skills precede the appropriate enactment of those behaviors by facilitating an accurate analysis of the task situation. Second, by proposing that empathy, an aspect of emotional intelligence, precedes and enables those cognitive processes and skills by providing an accurate understanding of team and member emotions and needs. We test our theory in a longitudinal study of 382 team members comprising 48 self-managing teams. Our theory is partially supported and implications are discussed. .
In this information age, organizations have come to realize that they can no longer rely on emplo... more In this information age, organizations have come to realize that they can no longer rely on employees to have all the knowledge necessary to make quick, well-informed, and competitive decisions. Consequently, most of today's organizations structure work around teams, which enable workers to share, discuss, and integrate information, thereby increasing the speed with which informed decisions can be made while boosting employee learning. Research has long shown that, when there is no clear "right" or "wrong" answer, teams make significantly better and more innovative decisions than individuals do when working alone. Whether you are studying engineering, nursing, education, management, accounting, or any other field, you will find yourself working in teams. However, team decision making only works well when team members solicit information and ideas from every team member, listen to one another, and then build on or integrate ideas to make a decision. Although this may sound easy, it isn't, as many of the behaviors that get in the way are either unconscious or outside one's awareness. Thus, this essay discusses what can go wrong and what must go right for a team to use its members' information effectively and make the best possible decision.
Psychology Press eBooks, Apr 15, 2013
The concept of emotional intelligence (El) has such intuitive appeal and face validity that in a ... more The concept of emotional intelligence (El) has such intuitive appeal and face validity that in a short period of time it has captured the attention of social scientists and organizational practitioners around the world. The keyquestions that many want answered are whether there is validity to the idea of a form of intelligence rooted in emotion and whether El really supports positive life outcomes such as work success.The purpose of this book is to help answer these questions. Its chapters are written by a group of the foremost scholars and practitioners studying emotional intelligence in the workplace. It presents their cutting-edge thinking and research on EL The authors' perspectives differ on a number of dimensions including their definitions and models of EL However, together their chapters provide a strong case for a link between El and effective work performance. Together, they also provide detailed information about the various paths and routes through which EI can affect the performanceof individuals and groups. All the authors agree that their promising findings call attention to the need for further research on EL.
Journal of Applied Psychology, 1999
Human Relations, Mar 1, 2002
A growing stream of theory and research suggests that overlap in team member mental models (i.e. ... more A growing stream of theory and research suggests that overlap in team member mental models (i.e. socially constructed theories about systems and their expected behavior) has a positive influence on team processes and outcomes. In this article we argue that for selfmanaging work teams (SMWTs), the content of those shared mental models is also important. We begin by reviewing theory on SMWT effectiveness to determine the content of effective teamwork mental models in SMWTs. These are proposed to include: (1) psychological ownership of team processes and outcomes; (2) a need for continuous learning; and (3) a need for heedful interrelating. We then conduct content analyses of four published longitudinal studies of SMWTs to uncover the opportunities and challenges to developing and sustaining these mental models in dynamic organizations. Results suggest these mental models flourish when organizational supports back up their existence. However, since mental models are fluid and adapt to explicit and implicit messages, they weaken if shifting priorities cause organizational support to wane. Finally, the implications of our findings are discussed. K E Y W O R D S self-managing teams shared cognition shared mental models work team effectiveness 2 8 3
Small Group Research, Jun 1, 2000
In this article, the authors propose and test hypotheses about the relationship between learning ... more In this article, the authors propose and test hypotheses about the relationship between learning and performance and the team processes that are most predictive of learning and performance in short-term project teams. Results show a moderate but nonsignificant relationship between learning and performance. Results also reveal that team processes most predictive of team learning include interpersonal understanding, proactivity in problem solving, and creating clear work procedures (a negative predictor). Team processes most predictive of team performance include interpersonal understanding, proactivity in problem-solving, and confronting members who break norms (a negative predictor). Results suggest that the needs of short-term project teams differ from those of longer-term teams. They also suggest the potential for tension between learning and performance in short-term project teams. Implications for theory and practice are discussed.
Leadership Quarterly, Jun 1, 1994
Gender differences in transformational and transactional leadership style are assessed. Research ... more Gender differences in transformational and transactional leadership style are assessed. Research that explores women's values and their relationship to leadership style is reviewed. Organizational context is argued to play a deciding role in the leadership style exhibited by women leaders. Traditionally masculine organizations are presented as less conducive to women's display of transformational leadership. Research findings are presented from a large-scale survey conducted in a nontraditional context. Subjects were 4,359 subordinates of leaders in all-female and all-male religious orders of the Roman Catholic Church. Subjects completed the Mult~actor Leadership Questionnaire to measure frequency of transformations and transactional leadership behaviors. Subordinate ratings revealed both female and male leaders exhibit more transformational than transactional leadership behaviors. However, female leaders are rated to exhibit significantly more transformational leadership behaviors and significantly fewer transactional leadership behaviors than male leaders. Both female and male subordinates rated themselves as more satisfied with transformational leadership.
Proceedings - Academy of Management, Aug 1, 1999
We present a theory of team effectiveness that explains how effective interaction processes devel... more We present a theory of team effectiveness that explains how effective interaction processes develop and ultimately impact team effectiveness. Central to the model are the concepts of emotional intelligence (Goleman, 1998; Mayer & Salovey, 1997) and social capital (Burt, 1997; Coleman, 1988). We argue emotionally intelligent teams build social capital, which influences the development of effective task processes and engagement in those processes.
Proceedings - Academy of Management, Aug 1, 2018
We identify an important limitation in existing theory of within team collaboration – it does not... more We identify an important limitation in existing theory of within team collaboration – it does not acknowledge the importance of the primary triggers of emotion in teams - the individual socio-emoti...
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Papers - Social Emotions by Vanessa Druskat
Papers by Vanessa Druskat