Transformational leadership reflects charismatic, but ethical, influence on followers. However, l... more Transformational leadership reflects charismatic, but ethical, influence on followers. However, leadership ultimately occurs through the perceptual and attribution processes within followers. Accordingly, the perception and evaluation of transformational leadership is likely to be influenced by followers' moral reasoning, which is the ability that allows individuals to identify and interpret ethically-salient issues in social environments. As predicted by social-cognitive principles of selfschemas, observers' moral reasoning positively related to the perception and positive evaluation of transformational leadership behavior, but not to positive affective reactions towards that behavior. These same relationships did not occur for the perception and evaluation of transactional leadership behavior. Implications for whistle-blowing behavior, organizational ethics, and the measurement of transformational leadership are discussed. If there is a psychology that is of singular importance to charismatic leadership, it is not to be found in the minds of leaders but in the minds of followers (p. 107, Meindl, 1993). Leadership does not exist in a vacuum, but at the confluence of leader and followers. Although some researchers have taken the stance The present work seeks to identify a potential boundary condition on the perception, evaluation, and affective attraction to transformational leadership behavior-follower moral reasoning ability. As theories of transformational leadership have developed, there has been increasing 1 The words ethical and moral are used interchangeably throughout this manuscript.
Erin and Haley are currently undergraduate psychology majors. They will be giving updates of the ... more Erin and Haley are currently undergraduate psychology majors. They will be giving updates of the cutting-edge science occurring in the psychology department throughout the semester.
This study extends previous research on peer trust by tracking project teams over time in order t... more This study extends previous research on peer trust by tracking project teams over time in order to examine the relative influence of trustor and trustee individual differences on initial and subsequent assessments of trust. Specifically, we propose that the trustee’s general mental ability, knowledge, agreeableness, and openness to experience will predict initial and subsequent trust in the trustee by the trustor. Furthermore, we predict that trustor agreeableness and openness to experience will predict his/her assessments of trust. Data from multiple sources for 192 individuals in 60 project teams were collected on four different occasions over the duration of the project (9–12 months). Analyses from an extension of the group actor–partner interdependence model (GAPIM; Kenny & Garcia, 2012) indicated that all of the hypothesized trustee individual differences predicted initial trust in the trustee and that trustee knowledge, agreeableness, and openness to experience predicted subse...
This study extends research on the antecedents of peer trust by examining team member trust relat... more This study extends research on the antecedents of peer trust by examining team member trust relationships over time in order to examine the relative influence of both trustor and trustee individual differences on assessments of trust, as well as the mutual nature of trust. Data from 216 individuals embedded in 71 project teams were collected on three different occasions using multiple sources. Analyses using the group actor-partner interdependence model indicated both trustor and trustee cognitive and noncognitive individual differences including general mental ability, knowledge, agreeableness, conscientiousness, and openness to experience contributed to being trusted and trusting others. Trust among team members was mutual within, but not across time periods. This study expands our understanding of peer trust by revealing the relative importance of trustor and trustee individual differences.
This document and trademark(s) contained herein are protected by law. This representation of RAND... more This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.
Ability and knowledge tests are often used in academic and personnel settings to evaluate individ... more Ability and knowledge tests are often used in academic and personnel settings to evaluate individuals. For numerous reasons, providing individuals the opportunity to retest is recommended by scientific and professional guidelines. Retesting consistently results in increased test scores. Despite its pervasiveness, it is unclear whether this retesting effect reflects test-specific memory effects or functions as a learning intervention that increases the underlying construct. This dissertation's objective was to competitively investigate whether learning or memory best explains the retesting effect using a 2 (same versus alternate form retest) × 2 (corrective feedback versus no feedback) repeated measures mixed factorial experimental design. Three hundred forty participants completed ability and knowledge retests. Additionally, as potential explanatory variables for the retesting effect, participants completed measures of working memory capacity, general mental ability, and test attitudes. Participants also reported their retest interval behaviors. The results were more in accord with a memory instead of a learning explanation. Alternate retest forms attenuated the retesting effect and slowed item response times. Retest increases occurred at similar magnitudes across constructs (knowledge and ability). Greater working memory capacity facilitated retest increases only on same form retests. Ultimately, the retesting effect does not appear to result in increases in the underlying construct.
Currently, men and women in U.S. Air Force (USAF) Basic Military Training (BMT) sleep in gender-s... more Currently, men and women in U.S. Air Force (USAF) Basic Military Training (BMT) sleep in gender-segregated flights; some training is gender-segregated, and some is gender-integrated. The USAF is currently reevaluating the degree of gender-integrated training (GIT) in BMT and asked the RAND Corporation to conduct an assessment of ways to increase GIT in BMT. This study consisted of five tasks: vi
This document and trademark(s) contained herein are protected by law. This representation of RAND... more This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.
Despite their frequent use in the military and private sectors, the comparative effectiveness of ... more Despite their frequent use in the military and private sectors, the comparative effectiveness of colocated and distributed after-action reviews (AARs) is relatively unknown. Consequently, this study examined the comparative effectiveness of colocated and distributed AARs across taskwork and teamwork outcomes. Data were obtained from 492 participants randomly assigned to 123 four-person teams who participated in one of six AAR conditions. The results indicated that teams in the AAR conditions had significantly higher performance and team efficacy scores than the teams in the non-AAR conditions. In summary, the findings highlight that regardless of the training environment or type of AAR, the AAR remains an effective method at increasing performance and other outcomes. Therefore, the use of distributed AARs does not engender the posited process losses that were hypothesized. The after-action review (AAR; also variously referred to as the after-event review or debriefing) continues to gain increasing attention in the scholarly literature. It has been and continues to be the U.S. military's preferred method of review following collective training and/or performance in both actual and simulated settings (Meliza, Bessemer, & Hiller, 1994); the use of AARs in nonmilitary settings, such as the medical field, continues to see a dramatic increase. The U.S. Army (1993) defined the AAR as "a professional discussion of an event, focused on performance standards, that enables soldiers to discover for themselves what happened, why it happened, and how to sustain strengths and improve on weaknesses" (p. 1). Ellis and Davidi (2005) defined the AAR as "an organizational learning procedure that gives learners an opportunity to systematically analyze their behavior and to be able to evaluate the contributions of its various components to performance outcomes" (p. 857). In short, an AAR entails trainees systematically reviewing their performance after recently completed task or performance episodes with a focus on (a) the intended outcome; (b) the actual outcome; (c) why the intended outcome was achieved, and if not, why not; (d) setting an intended future outcome for the next performance episode; and (e) strategizing to achieve said outcome (Villado & Arthur, 2013). Contrary to the preponderance of past research that has focused primarily on the integration of various technological advances intended to facilitate the conduct of the review (e.g., Prince, Salas, Brannick, & Orasnau, 2005), recent work has begun to empirically investigate theoretically and conceptually based design factors that may influence the effectiveness of AARs. Examples of these factors include an individual versus team focus (
Transformational leadership reflects charismatic, but ethical, influence on followers. However, l... more Transformational leadership reflects charismatic, but ethical, influence on followers. However, leadership ultimately occurs through the perceptual and attribution processes within followers. Accordingly, the perception and evaluation of transformational leadership is likely to be influenced by followers' moral reasoning, which is the ability that allows individuals to identify and interpret ethically-salient issues in social environments. As predicted by social-cognitive principles of selfschemas, observers' moral reasoning positively related to the perception and positive evaluation of transformational leadership behavior, but not to positive affective reactions towards that behavior. These same relationships did not occur for the perception and evaluation of transactional leadership behavior. Implications for whistle-blowing behavior, organizational ethics, and the measurement of transformational leadership are discussed. If there is a psychology that is of singular importance to charismatic leadership, it is not to be found in the minds of leaders but in the minds of followers (p. 107, Meindl, 1993). Leadership does not exist in a vacuum, but at the confluence of leader and followers. Although some researchers have taken the stance The present work seeks to identify a potential boundary condition on the perception, evaluation, and affective attraction to transformational leadership behavior-follower moral reasoning ability. As theories of transformational leadership have developed, there has been increasing 1 The words ethical and moral are used interchangeably throughout this manuscript.
In the present study, we examined the relationship between team members' interaction anxiety ... more In the present study, we examined the relationship between team members' interaction anxiety and team-training effectiveness. Training in the context of teams can be focused on either individual or team outcomes. Relatedly, the individual differences of team members can hinder or facilitate the effectiveness of training for both individuals and the team as a collective. Interaction anxiety is an understudied individual difference that has been shown to be negatively related to training effectiveness in individual contexts. However, its effects in team-training contexts are yet to be investigated. A sample of 492 students in 123 four-person teams was trained to operate a complex, computer-based team task Interaction anxiety negatively related to team cohesion and team-training effectiveness. A cusp catastrophe model fit the data and showed that teams with more than one high-interaction-anxiety member were negatively affected. Interaction anxiety inhibits the social activities of ...
Transformational leadership reflects charismatic, but ethical, influence on followers. However, l... more Transformational leadership reflects charismatic, but ethical, influence on followers. However, leadership ultimately occurs through the perceptual and attribution processes within followers. Accordingly, the perception and evaluation of transformational leadership is likely to be influenced by followers' moral reasoning, which is the ability that allows individuals to identify and interpret ethically-salient issues in social environments. As predicted by social-cognitive principles of selfschemas, observers' moral reasoning positively related to the perception and positive evaluation of transformational leadership behavior, but not to positive affective reactions towards that behavior. These same relationships did not occur for the perception and evaluation of transactional leadership behavior. Implications for whistle-blowing behavior, organizational ethics, and the measurement of transformational leadership are discussed. If there is a psychology that is of singular importance to charismatic leadership, it is not to be found in the minds of leaders but in the minds of followers (p. 107, Meindl, 1993). Leadership does not exist in a vacuum, but at the confluence of leader and followers. Although some researchers have taken the stance The present work seeks to identify a potential boundary condition on the perception, evaluation, and affective attraction to transformational leadership behavior-follower moral reasoning ability. As theories of transformational leadership have developed, there has been increasing 1 The words ethical and moral are used interchangeably throughout this manuscript.
Erin and Haley are currently undergraduate psychology majors. They will be giving updates of the ... more Erin and Haley are currently undergraduate psychology majors. They will be giving updates of the cutting-edge science occurring in the psychology department throughout the semester.
This study extends previous research on peer trust by tracking project teams over time in order t... more This study extends previous research on peer trust by tracking project teams over time in order to examine the relative influence of trustor and trustee individual differences on initial and subsequent assessments of trust. Specifically, we propose that the trustee’s general mental ability, knowledge, agreeableness, and openness to experience will predict initial and subsequent trust in the trustee by the trustor. Furthermore, we predict that trustor agreeableness and openness to experience will predict his/her assessments of trust. Data from multiple sources for 192 individuals in 60 project teams were collected on four different occasions over the duration of the project (9–12 months). Analyses from an extension of the group actor–partner interdependence model (GAPIM; Kenny & Garcia, 2012) indicated that all of the hypothesized trustee individual differences predicted initial trust in the trustee and that trustee knowledge, agreeableness, and openness to experience predicted subse...
This study extends research on the antecedents of peer trust by examining team member trust relat... more This study extends research on the antecedents of peer trust by examining team member trust relationships over time in order to examine the relative influence of both trustor and trustee individual differences on assessments of trust, as well as the mutual nature of trust. Data from 216 individuals embedded in 71 project teams were collected on three different occasions using multiple sources. Analyses using the group actor-partner interdependence model indicated both trustor and trustee cognitive and noncognitive individual differences including general mental ability, knowledge, agreeableness, conscientiousness, and openness to experience contributed to being trusted and trusting others. Trust among team members was mutual within, but not across time periods. This study expands our understanding of peer trust by revealing the relative importance of trustor and trustee individual differences.
This document and trademark(s) contained herein are protected by law. This representation of RAND... more This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.
Ability and knowledge tests are often used in academic and personnel settings to evaluate individ... more Ability and knowledge tests are often used in academic and personnel settings to evaluate individuals. For numerous reasons, providing individuals the opportunity to retest is recommended by scientific and professional guidelines. Retesting consistently results in increased test scores. Despite its pervasiveness, it is unclear whether this retesting effect reflects test-specific memory effects or functions as a learning intervention that increases the underlying construct. This dissertation's objective was to competitively investigate whether learning or memory best explains the retesting effect using a 2 (same versus alternate form retest) × 2 (corrective feedback versus no feedback) repeated measures mixed factorial experimental design. Three hundred forty participants completed ability and knowledge retests. Additionally, as potential explanatory variables for the retesting effect, participants completed measures of working memory capacity, general mental ability, and test attitudes. Participants also reported their retest interval behaviors. The results were more in accord with a memory instead of a learning explanation. Alternate retest forms attenuated the retesting effect and slowed item response times. Retest increases occurred at similar magnitudes across constructs (knowledge and ability). Greater working memory capacity facilitated retest increases only on same form retests. Ultimately, the retesting effect does not appear to result in increases in the underlying construct.
Currently, men and women in U.S. Air Force (USAF) Basic Military Training (BMT) sleep in gender-s... more Currently, men and women in U.S. Air Force (USAF) Basic Military Training (BMT) sleep in gender-segregated flights; some training is gender-segregated, and some is gender-integrated. The USAF is currently reevaluating the degree of gender-integrated training (GIT) in BMT and asked the RAND Corporation to conduct an assessment of ways to increase GIT in BMT. This study consisted of five tasks: vi
This document and trademark(s) contained herein are protected by law. This representation of RAND... more This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.
Despite their frequent use in the military and private sectors, the comparative effectiveness of ... more Despite their frequent use in the military and private sectors, the comparative effectiveness of colocated and distributed after-action reviews (AARs) is relatively unknown. Consequently, this study examined the comparative effectiveness of colocated and distributed AARs across taskwork and teamwork outcomes. Data were obtained from 492 participants randomly assigned to 123 four-person teams who participated in one of six AAR conditions. The results indicated that teams in the AAR conditions had significantly higher performance and team efficacy scores than the teams in the non-AAR conditions. In summary, the findings highlight that regardless of the training environment or type of AAR, the AAR remains an effective method at increasing performance and other outcomes. Therefore, the use of distributed AARs does not engender the posited process losses that were hypothesized. The after-action review (AAR; also variously referred to as the after-event review or debriefing) continues to gain increasing attention in the scholarly literature. It has been and continues to be the U.S. military's preferred method of review following collective training and/or performance in both actual and simulated settings (Meliza, Bessemer, & Hiller, 1994); the use of AARs in nonmilitary settings, such as the medical field, continues to see a dramatic increase. The U.S. Army (1993) defined the AAR as "a professional discussion of an event, focused on performance standards, that enables soldiers to discover for themselves what happened, why it happened, and how to sustain strengths and improve on weaknesses" (p. 1). Ellis and Davidi (2005) defined the AAR as "an organizational learning procedure that gives learners an opportunity to systematically analyze their behavior and to be able to evaluate the contributions of its various components to performance outcomes" (p. 857). In short, an AAR entails trainees systematically reviewing their performance after recently completed task or performance episodes with a focus on (a) the intended outcome; (b) the actual outcome; (c) why the intended outcome was achieved, and if not, why not; (d) setting an intended future outcome for the next performance episode; and (e) strategizing to achieve said outcome (Villado & Arthur, 2013). Contrary to the preponderance of past research that has focused primarily on the integration of various technological advances intended to facilitate the conduct of the review (e.g., Prince, Salas, Brannick, & Orasnau, 2005), recent work has begun to empirically investigate theoretically and conceptually based design factors that may influence the effectiveness of AARs. Examples of these factors include an individual versus team focus (
Transformational leadership reflects charismatic, but ethical, influence on followers. However, l... more Transformational leadership reflects charismatic, but ethical, influence on followers. However, leadership ultimately occurs through the perceptual and attribution processes within followers. Accordingly, the perception and evaluation of transformational leadership is likely to be influenced by followers' moral reasoning, which is the ability that allows individuals to identify and interpret ethically-salient issues in social environments. As predicted by social-cognitive principles of selfschemas, observers' moral reasoning positively related to the perception and positive evaluation of transformational leadership behavior, but not to positive affective reactions towards that behavior. These same relationships did not occur for the perception and evaluation of transactional leadership behavior. Implications for whistle-blowing behavior, organizational ethics, and the measurement of transformational leadership are discussed. If there is a psychology that is of singular importance to charismatic leadership, it is not to be found in the minds of leaders but in the minds of followers (p. 107, Meindl, 1993). Leadership does not exist in a vacuum, but at the confluence of leader and followers. Although some researchers have taken the stance The present work seeks to identify a potential boundary condition on the perception, evaluation, and affective attraction to transformational leadership behavior-follower moral reasoning ability. As theories of transformational leadership have developed, there has been increasing 1 The words ethical and moral are used interchangeably throughout this manuscript.
In the present study, we examined the relationship between team members' interaction anxiety ... more In the present study, we examined the relationship between team members' interaction anxiety and team-training effectiveness. Training in the context of teams can be focused on either individual or team outcomes. Relatedly, the individual differences of team members can hinder or facilitate the effectiveness of training for both individuals and the team as a collective. Interaction anxiety is an understudied individual difference that has been shown to be negatively related to training effectiveness in individual contexts. However, its effects in team-training contexts are yet to be investigated. A sample of 492 students in 123 four-person teams was trained to operate a complex, computer-based team task Interaction anxiety negatively related to team cohesion and team-training effectiveness. A cusp catastrophe model fit the data and showed that teams with more than one high-interaction-anxiety member were negatively affected. Interaction anxiety inhibits the social activities of ...
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