I believe you're right: The effects of confidence on group performance outcomes

2011 ◽  
Author(s):  
Ryan Leach ◽  
Jennifer Wiley ◽  
James R. Larson
Keyword(s):  
Group Performance ◽  
Performance Outcomes

scholarly journals The Social Functions of Questions in Embodied Collaborative Work

2021 ◽  
Author(s):  
Lucas M Bietti ◽  
Federico U. Bietti
Keyword(s):  
Group Performance ◽  
Collaborative Work ◽  
Performance Outcomes ◽  
Similar Distribution ◽  
Social Functions ◽  
Group Productivity ◽  
Qualitative And Quantitative ◽  
The Social ◽  
Quantitative Analyses ◽  
Do So

Researchers have been interested in the investigation of the social functions of questions in conversational contexts. However, limited research has been conducted on the social functions of questions in embodied collaborative work, i.e. work that involves the manipulation of physical objects. The aim of this study was to identify the social functions of questions in embodied collaborative work and to determine whether such functions correlate with performance outcomes. To do so, we conducted qualitative and quantitative analyses of a dataset of 1751 question-answer sequences collected from an experimental study where pairs of participants (N=134) completed a collaborative food preparation task. Qualitative analysis enabled us to identify three functions of questions: Anticipation questions, exploration questions and confirmation questions. Quantitative analyses revealed that there was no correlation between the types of questions and group performance. However, they showed that groups that contributed the most to performance presented a similar distribution of question types. The identification of such patterns is a first step towards the design and implementation of interaction-focused interventions aimed at increasing group productivity in embodied collaborative work.

Mediators of ethical leadership and group performance outcomes

2017 ◽  
Vol 32 (7) ◽  
pp. 484-496 ◽  
Author(s):  
J.C. Peng ◽  
Julian Lin
Keyword(s):  
Ethical Leadership ◽  
Group Performance ◽  
Leadership Behaviors ◽  
Value Congruence ◽  
Performance Outcomes ◽  
Group Level ◽  
Content Type ◽  
The Relationship ◽  
Group Trust ◽  
Level Performance

Purpose The purpose of this paper is to examine the relationship between ethical leadership and group-level performance outcomes and show that group value congruence and group trust play pivotal mediating roles in the relationship between ethical leadership and work group performance outcomes. Design/methodology/approach To examine the proposed model, survey data from 116 branches of a baked goods and beverages chain located in Northern Taiwan were analyzed. Findings The results revealed that ethical leadership was positively and significantly related to group in-role performance and group helping behavior; the relationship was fully mediated by group value congruence and group trust after controlling for idealized influence leadership. Research limitations/implications This study features a cross-sectional study design, thus limiting the accuracy of inferences about causality. Practical implications The results of the current study revealed that ethical leadership behaviors enhance group trust. Hence, these leadership behaviors could be among the best and most appropriate practices to be implemented in China and Taiwan. Originality/value The data suggested that ethical leadership was associated with not only individual-level behavior but also group-level performance. Furthermore, this paper also uncovered the mediation mechanism through which ethical leadership enhances group performance.

When does it make sense to focus business portfolios? A study of business group responses to institutional change in India

2017 ◽  
Vol 11 (4) ◽  
pp. 466-480
Author(s):  
Kannan Ramaswamy ◽  
Saptarshi Purkayastha
Keyword(s):  
Group Performance ◽  
Business Groups ◽  
Ordinary Least Squares ◽  
Performance Outcomes ◽  
Superior Performance ◽  
Market Reforms ◽  
Temporal Dimension ◽  
Content Type ◽  
Performance Consequences ◽  
The Government

Purpose This paper aims to report the findings from a longitudinal study of Indian business groups responding to the pro-market reforms that the government had initiated. It explores their diversification choices at the group level and the group performance consequences of these choices during a period of institutional changes (1990-2008). Design/methodology/approach Ordinary least squares regressions were used to analyze data spanning the 1988-2008 study period for 98 Indian business groups. Findings Results show that business groups that focused their portfolios in the early stages of institutional reforms tended to perform worse than their counterparts that did not do so. However, as market reforms became more established, business groups that made the transition from an unfocused to a more focused portfolio experienced superior performance consequences. Originality/value The findings underscore the temporal dimension of focusing and suggest that both changing strategy by refocusing business portfolio too early or waiting too long to refocus can hurt performance outcomes.

Empirical perspectives of transactive memory systems: a meta-analysis

2020 ◽  
Vol 26 (7/8) ◽  
pp. 409-427
Author(s):  
Zikai Zhou ◽  
Pilar Pazos
Keyword(s):  
Team Effectiveness ◽  
Group Performance ◽  
Memory Systems ◽  
Transactive Memory ◽  
Performance Outcomes ◽  
The Body ◽  
Transactive Memory Systems ◽  
Affective Outcomes ◽  
Content Type ◽  
Team Outcomes

Purpose The purpose of this study is to synthesize the previous empirical studies on transactive memory systems (TMS) through a meta-analytical approach and test the proposed model for the relationships between TMS and different types of team outcomes. Design/methodology/approach TMS refers to shared memory systems developed among a group of people for encoding, storage and retrieval of their different knowledge domains. They have been widely used in group or organization settings to describe the cumulative knowledge in a group of multi-disciplinary experts. Previous literature suggests TMS as a critical concept for explaining group performance, but few studies were conducted to integrate the literature findings to identify the relationships between TMS and team outcomes. Findings The findings suggest that TMS is more strongly linked to affective outcomes than behavioral or performance outcomes. In addition, the authors find that the specific operationalization of TMS does not affect the relationship between TMS and team outcomes. There was not enough support for significant effects of group size and research setting on the relationships between TMS and team outcomes, which indicates that both laboratory and field studies have similar potential to generate valuable results for the research of TMS. Originality/value This study contributes to the body of knowledge on team effectiveness by investigating the links between TMS and team effectiveness through a broad definition of outcomes that include tangible constructs, such as performance, as well as behavioral and affective outcomes. By exploring the relationships through this broad conceptualization of team effectiveness, the authors can better understand the particular effects of TMS on different key aspects used to determine success in teams.

Impact of intra-group coopetitive incentives on the performance outcomes of knowledge sharing: evidence from a randomized experiment

2020 ◽  
Vol 24 (2) ◽  
pp. 346-368 ◽  
Author(s):  
Fuzhen Liu ◽  
Jiang Wu ◽  
Xiao Huang ◽  
Patrick S.W. Fong
Keyword(s):  
Knowledge Sharing ◽  
Student Performance ◽  
Course Design ◽  
Group Performance ◽  
Performance Outcomes ◽  
Randomized Experiment ◽  
Content Type ◽  
Group Cooperation ◽  
Group Competition ◽  
Task Oriented

Purpose Knowledge sharing, as a kind of social behavior that incorporates collective intelligence to achieve a certain goal, has become a remarkable developing trend in recent years. Under the context of traditional teaching, this study aims to explore the manner in which students become effective in sharing knowledge to help optimize course design and improve our existing education. Design/methodology/approach Among 195 university students taking an elective, the effects of different incentives on group performance in completing tasks is explored on the basis of a randomized experiment. Findings Results show that intra-group cooperation can be helpful to student performance, whereas intra-group competition neither improves nor worsens student performance. The former is mainly driven by reciprocity, especially for that stimulated by inter-group competition, whereas the latter is stimulated by egoism. Thus, proper reciprocity can promote student behavior to increase voluntary contribution. In addition, intra-group differences do not interfere with group performance, especially task-oriented groups. Originality/value Certain suggestions are proposed to improve the curriculum design in large classrooms. Forming groups is the best way to strengthen student knowledge sharing. Within task-oriented groups, the incentives of inter-group competition can encourage students to deepen intra-group cooperation and thus effectively improve group performance under the conditions of external competition.

Using Web-Enabled Technology in a Performance-Based Accreditation Environment

2011 ◽  
pp. 98-115 ◽  
Author(s):  
John C. Wise ◽  
Dhaneshwar Lall ◽  
Peter Shull ◽  
Dhushy Sathianathan ◽  
Sang Ha Lee
Keyword(s):  
Student Performance ◽  
Group Performance ◽  
Performance Outcomes ◽  
Performance Data ◽  
Student Outcome ◽  
Engineering Technology ◽  
Online Systems ◽  
Program Accreditation ◽  
Outcome Based Education ◽  
Student Performance Data

This chapter describes two online systems that support the transition from instructor-based to student-outcome-based education in an engineering technology context. The first system facilitates communication among faculty while establishing a baseline of current curricular practice. This data can be used to identify appropriate measurement points for various student performance outcomes. The second system is designed to collect and display student performance data related to particular educational outcomes in preparation for program accreditation. Data are collected from both students and faculty. The system is scalable, so it can be adapted to various levels of need. This data are being used to assess individual or group performance across several distributed campuses.

What Differences Make a Difference?

2005 ◽  
Vol 6 (2) ◽  
pp. 31-55 ◽  
Author(s):  
Elizabeth Mannix ◽  
Margaret A. Neale
Keyword(s):  
Information Processing ◽  
Social Integration ◽  
Group Performance ◽  
Social Categorization ◽  
Performance Outcomes ◽  
Surface Level ◽  
Processing Approach ◽  
Group Members ◽  
Similarity Attraction ◽  
Information Processing Approach

SUMMARY—As the workplace has become increasingly diverse, there has been a tension between the promise and the reality of diversity in team process and performance. The optimistic view holds that diversity will lead to an increase in the variety of perspectives and approaches brought to a problem and to opportunities for knowledge sharing, and hence lead to greater creativity and quality of team performance. However, the preponderance of the evidence favors a more pessimistic view: that diversity creates social divisions, which in turn create negative performance outcomes for the group. Why is the reality of diversity less than the promise? Answering this requires understanding a variety of factors, including how diversity is defined and categorized, and the moderating as well as mediating processes that affect the diversity–process–performance linkage. We start with a definition. The word diversity has been used to refer to so many types of differences among people that the most commonly used definition—“any attribute that another person may use to detect individual differences” (Williams & O'Reilly, 1998, p. 81)—while accurate, is also quite broad. As a result, various categorization schemes based on factors such as race or gender, or based on proportions such as the size of the minority, have been used to further refine the definition of diversity in teams. The choices researchers have made in using these categorization schemes, however, do lead to particular tradeoffs. Factor approaches, for example, allow an examination of multiple types of diversity and the interactions among them but ignore the sizes of factions and subgroups. Proportional approaches allow the consideration of minority-group size, and hence the study of issues such as tokenism, but also tend to focus on only one type of diversity and thereby overestimate its relevance relative to other types. The underlying effects of diversity, whichever way it is defined and categorized, have typically been understood through three primary theoretical perspectives: the similarity–attraction paradigm, self- and social categorization, and information processing. These approaches also have their biases. The predictions of similarity–attraction theory are straightforward: Similarity on attributes such as attitudes, values, and beliefs will facilitate interpersonal attraction and liking. Empirical research has supported that surface-level similarity tends to predict affiliation and attraction. The similarity–attraction paradigm was developed to understand dyadic relationships. Yet, individuals can express preferences for membership in particular groups even when they have had no prior social interaction with members of that group. This is primarily a cognitive process of categorization: Individuals are postulated to have a hierarchical structure of self-categorizations at the personal, group, and superordinate levels. Research has demonstrated that the specific categories on which we tend to focus in categorizing others—such as race, gender, values, or beliefs—are likely to be those that are the most distinctive or salient within the particular social context. The act of social categorization activates differential expectations for in-group and out-group members. This distinction creates the atmosphere for stereotyping, in which out-group members are judged more stereotypically than in-group members are. The self-categorization/social-identity and similarity–attraction approaches both tend to lead to the pessimistic view of diversity in teams. In these paradigms, individuals will be more attracted to similar others and will experience more cohesion and social integration in homogeneous groups. The information-processing approach, by contrast, offers a more optimistic view: that diversity creates an atmosphere for enhancing group performance. The information-processing approach argues that individuals in diverse groups have access to other individuals with different backgrounds, networks, information, and skills. This added information should improve the group outcome even though it might create coordination problems for the group. As we disentangle what researchers have learned from the last 50 years, we can conclude that surface-level social- category differences, such as those of race/ethnicity, gender, or age, tend to be more likely to have negative effects on the ability of groups to function effectively. By contrast, underlying differences, such as differences in functional background, education, or personality, are more often positively related to performance—for example by facilitating creativity or group problem solving—but only when the group process is carefully controlled. The majority of these effects have typically been explained in terms of potential mediators such as social integration, communication, and conflict. However, the actual evidence for the input–process–output linkage is not as strong as one might like. Clarifying the mixed effects of diversity in work groups will only be possible by carefully considering moderators such as context, by broadening our view to include new types of diversity such as emotions and networks, and by focusing more carefully on mediating mechanisms. As we delve into advice for organizational teams to enhance the assets of diversity and manage the liabilities, we focus on the benefits of “exploring” as opposed to “exploiting” types of tasks, of bridging diversity through values and goals, and of enhancing the power of the minority. Finally, we end with suggestions for how organizations can learn to create incentives for change within the firm.

Are Lifestyle Differences Beneficial? The Effects of Marital Diversity on Group Outcomes

2018 ◽  
Vol 49 (4) ◽  
pp. 429-451 ◽  
Author(s):  
Karen A. (Etty) Jehn ◽  
Donald E. Conlon
Keyword(s):  
Group Performance ◽  
Life Experiences ◽  
Performance Outcomes ◽  
Important Predictor ◽  
Group Outcomes ◽  
Rock Bands ◽  
Project Groups ◽  
New Form ◽  
The Impact ◽  
Archival Study

As the number of unmarried adults in the workforce is on the rise, employees increasingly have to navigate lifestyle differences between single, married, and divorced members of their work groups. To understand the impact of this new form of diversity in groups at work, we introduce the concept of marital diversity as an important predictor of group performance outcomes. We argue that marital diversity may benefit group outcomes by providing members with complementary life experiences and skills, without instigating the stereotyping or conflict often associated with other less mutable forms of diversity. In Study 1, an archival study of rock bands reveals that marital diversity positively affects group outcomes when band tenure is high. In Study 2, this pattern is replicated in a study of project groups. Overall, the studies show that marital diversity can positively affect groups, especially groups with longer tenure.

scholarly journals Effects of Virtual Reality Simulation on Worker Emergency Evacuation of Neonates

2018 ◽  
Vol 13 (02) ◽  
pp. 301-308 ◽  
Author(s):  
Sharon Farra ◽  
Eric Hodgson ◽  
Elaine T. Miller ◽  
Nathan Timm ◽  
Whittney Brady ◽  
...  
Keyword(s):  
Virtual Reality ◽  
Learning Outcomes ◽  
Self Efficacy ◽  
Mixed Model ◽  
Group Performance ◽  
Emergency Operation ◽  
Emergency Evacuation ◽  
Performance Outcomes ◽  
Virtual Reality Simulation ◽  
Mixed Model Analysis

ABSTRACTObjectiveThis study examined differences in learning outcomes among newborn intensive care unit (NICU) workers who underwent virtual reality simulation (VRS) emergency evacuation training versus those who received web-based clinical updates (CU). Learning outcomes included a) knowledge gained, b) confidence with evacuation, and c) performance in a live evacuation exercise.MethodsA longitudinal, mixed-method, quasi-experimental design was implemented utilizing a sample of NICU workers randomly assigned to VRS training or CUs. Four VRS scenarios were created that augmented neonate evacuation training materials. Learning was measured using cognitive assessments, self-efficacy questionnaire (baseline, 0, 4, 8, 12 months), and performance in a live drill (baseline, 12 months). Data were collected following training and analyzed using mixed model analysis. Focus groups captured VRS participant experiences.ResultsThe VRS and CU groups did not statistically differ based upon the scores on the Cognitive Assessment or perceived self-efficacy. The virtual reality group performance in the live exercise was statistically (P<.0001) and clinically (effect size of 1.71) better than that of the CU group.ConclusionsTraining using VRS is effective in promoting positive performance outcomes and should be included as a method for disaster training. VRS can allow an organization to train, test, and identify gaps in current emergency operation plans. In the unique case of disasters, which are low-volume and high-risk events, the participant can have access to an environment without endangering themselves or clients. (Disaster Med Public Health Preparedness. 2019;13:301–308)

Quantifying Vocal Power: Correlation of Whole-Body Anaerobic Power to Vocal Function Measures

2020 ◽  
Vol 63 (8) ◽  
pp. 2597-2608
Author(s):  
Emily N. Snell ◽  
Laura W. Plexico ◽  
Aurora J. Weaver ◽  
Mary J. Sandage
Keyword(s):  
Fundamental Frequency ◽  
Forced Vital Capacity ◽  
Vital Capacity ◽  
Anaerobic Power ◽  
Performance Outcomes ◽  
Sound Level ◽  
Whole Body ◽  
Vocal Function ◽  
Laryngeal Diadochokinesis ◽  
High Sound

Purpose The purpose of this preliminary study was to identify a vocal task that could be used as a clinical indicator of the vocal aptitude or vocal fitness required for vocally demanding occupations in a manner similar to that of the anaerobic power tests commonly used in exercise science. Performance outcomes for vocal tasks that require rapid acceleration and high force production may be useful as an indirect indicator of muscle fiber complement and bioenergetic fitness of the larynx, an organ that is difficult to study directly. Method Sixteen women (age range: 19–24 years, M age = 22 years) were consented for participation and completed the following performance measures: forced vital capacity, three adapted vocal function tasks, and the horizontal sprint test. Results Using a within-participant correlational analyses, results indicated a positive relationship between the rate of the last second of a laryngeal diadochokinesis task that was produced at a high fundamental frequency/high sound level and anaerobic power. Forced vital capacity was not correlated with any of the vocal function tasks. Conclusions These preliminary results indicate that aspects of the laryngeal diadochokinesis task produced at a high fundamental frequency and high sound level may be useful as an ecologically valid measure of vocal power ability. Quantification of vocal power ability may be useful as a vocal fitness assessment or as an outcome measure for voice rehabilitation and habilitation for patients with vocally demanding jobs.

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