scholarly journals Building Cohesive Teams—The Role of Leaders’ Bottom-Line Mentality and Behavior

2021 ◽  
Vol 13 (14) ◽  
pp. 8047
Author(s):  
Katrin Riisla ◽  
Hein Wendt ◽  
Mayowa T. Babalola ◽  
Martin Euwema
Keyword(s):  
Interpersonal Relationships ◽  
National Study ◽  
Female Leaders ◽  
Bottom Line ◽  
Team Cohesiveness ◽  
Team Members ◽  
Problematic Behaviors ◽  
Improved Performance ◽  
To Come ◽  
And Behavior

Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM; a single-minded focus on the bottom line at the expense of other values or priorities). These leaders may show little interest in other priorities, such as ethical, social, or environmental considerations, and may be tempted to push their followers to go above and beyond what is expected, even if it means bending the rules, cutting corners, or engaging in other ethically problematic behaviors. We argue that although a team leader’s BLM may motivate followers to come together around the pursuit of a common goal, it may come at the expense of nurturing healthy interpersonal relationships, trust, and other important social resources within the team. Specifically, we argue that the way leaders with a high BLM approach their goals may affect team cohesiveness, and that it is particularly negative for female leaders. Using a large multi-national study, we found that this happens through increased directive and lowered participative leader behaviors.

Tools & Resources: Impairment and Disability Web Sites

1999 ◽  
Vol 4 (6) ◽  
pp. 5-6
Keyword(s):  
Personality Disorder ◽  
Personality Disorders ◽  
Interpersonal Relationships ◽  
Web Sites ◽  
Outpatient Psychotherapy ◽  
Obsessive Compulsive ◽  
Not Otherwise Specified ◽  
Cluster B Personality Disorders ◽  
Clinically Significant ◽  
And Behavior

Abstract Personality disorders are enduring patterns of inner experience and behavior that deviate markedly from those expected by the individual's culture; these inflexible and pervasive patterns reflect issues with cognition, affectivity, interpersonal functioning and impulse control, and lead to clinically significant distress or impairment in social, occupational, or other important areas of functioning. The AMA Guides to the Evaluation of Permanent Impairment, Fourth Edition, defines two specific personality disorders, in addition to an eleventh condition, Personality Disorder Not Otherwise Specified. Cluster A personality disorders include paranoid, schizoid, and schizotypal personalities; of these, Paranoid Personality Disorder probably is most common in the legal arena. Cluster B personality disorders include antisocial, borderline, histrionic, and narcissistic personality. Such people may suffer from frantic efforts to avoid perceived abandonment, patterns of unstable and intense interpersonal relationships, an identity disturbance, and impulsivity. Legal issues that involve individuals with cluster B personality disorders often involve determination of causation of the person's problems, assessment of claims of harassment, and assessment of the person's fitness for employment. Cluster C personality disorders include avoidant, dependent, and obsessive-compulsive personality. Two case histories illustrate some of the complexities of assessing impairment in workers with personality disorders, including drug abuse, hospitalizations, and inpatient and outpatient psychotherapy.

From whom do we learn group norms? Low-ranking group members are perceived as the best sources

2020 ◽  
Author(s):  
Jennifer E Dannals ◽  
Emily Reit ◽  
Dale T. Miller
Keyword(s):  
Social Norms ◽  
Correlation Study ◽  
Team Members ◽  
Norm Perception ◽  
Lower Ranking ◽  
Group Members ◽  
Groups And Teams ◽  
Or Team ◽  
And Behavior ◽  
To Receive

Social norm perception is ubiquitous in small groups and teams, but how individuals approach this process is not well understood. When individuals wish to perceive descriptive social norms in a group or team, whose ad- vice and behavior do they prefer to rely on? Four lab studies and one Teld survey demonstrate that when in- dividuals seek information about a team’s social norms they prefer to receive advice from lower-ranking indi- viduals (Studies 1–4) and give greater weight to the observed behavior of lower-ranking individuals (Study 5). Results from correlation (Study 3) and moderation (Study 4) approaches suggest this preference stems from the assumption that lower-ranking team members are more attentive to and aware of the descriptive social norms of their team. Alternative mechanisms (e.g., perceived similarity to lower-ranking team members, greater honesty of lower-ranking team members) were also examined, but no support for these was found.

Migration for Mission

2019 ◽  
Author(s):  
Mary Johnson ◽  
Patricia Wittberg ◽  
Mary Gautier ◽  
Thu Do
Keyword(s):  
United States ◽  
Qualitative Data ◽  
The United States ◽  
National Study ◽  
Catholic Sisters ◽  
Long Line ◽  
Catholic Organizations ◽  
To Come ◽  
Washington University ◽  
The Trinity

This book presents quantitative and qualitative data from the first-ever national study of international Catholic sisters in the United States, the Trinity Washington University/CARA Study. International sisters are defined as those born outside the United States and currently ministering, studying, or in residence in this country. The book begins with a chapter that locates current international sisters in the long line of sisters who have come to this country since the eighteenth century. The book identifies the sisters of today, describes the pathways they used to come here, their levels of satisfaction, their concerns and contributions, the issue of immigration status, the challenges of sister students, and the role and mission of Catholic organizations assisting immigrants in general, and international sisters in particular. The book ends with implications of the research and recommendations regarding resources, ministries, and structures of support for international sisters.

Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance

2021 ◽  
pp. 001872672110029
Author(s):  
Yuying Lin ◽  
Mengxi Yang ◽  
Matthew J Quade ◽  
Wansi Chen
Keyword(s):  
Goal Orientation ◽  
Team Performance ◽  
Social Information Processing ◽  
Negative Relationship ◽  
Bottom Line ◽  
Team Members ◽  
Processing Theory ◽  
Using Data ◽  
Exclusive Focus ◽  
Avoidance Goal

How do supervisors who treat the bottom line as more important than anything else influence team success? Drawing from social information processing theory, we explore how and when supervisor bottom-line mentality (i.e. an exclusive focus on bottom-line outcomes at the expense of other priorities) exerts influence on the bottom-line itself, in the form of team performance. We argue that a supervisor’s bottom-line mentality provides significant social cues for the team that securing bottom-line objectives is of sole importance, which stimulates team performance avoidance goal orientation, and thus decreases team performance. Further, we argue performing tension (i.e. tension between contradictory needs, demands, and goals), serving as team members’ mutual perception of the confusing environment, will strengthen the indirect negative relationship between supervisor bottom-line mentality and team performance through team performance avoidance goal orientation. We conduct a path analysis using data from 258 teams in a Chinese food-chain company, which provides support for our hypotheses. Overall, our findings suggest that supervisor’s exclusive focus on the bottom-line can serve to impede team performance. Theoretical contributions and practical implications are discussed.

scholarly journals Distinct roles for dopamine clearance mechanisms in regulating behavioral flexibility

2021 ◽  
Author(s):  
Clio Korn ◽  
Thomas Akam ◽  
Kristian H. R. Jensen ◽  
Cristiana Vagnoni ◽  
Anna Huber ◽  
...  
Keyword(s):  
Decision Making ◽  
Behavioral Flexibility ◽  
Dopamine Neurons ◽  
Nucleus Accumbens Core ◽  
Comt Inhibition ◽  
Improved Performance ◽  
Dopamine Signaling ◽  
Precise Relationship ◽  
And Behavior ◽  
Kinetics Of

AbstractDopamine plays a crucial role in adaptive behavior, and dysfunctional dopamine is implicated in multiple psychiatric conditions characterized by inflexible or inconsistent choices. However, the precise relationship between dopamine and flexible decision making remains unclear. One reason is that, while many studies have focused on the activity of dopamine neurons, efficient dopamine signaling also relies on clearance mechanisms, notably the dopamine transporter (DAT), which predominates in striatum, and catechol-O-methyltransferase (COMT), which predominates in cortex. The exact locus, extent, and timescale of the effects of DAT and COMT are uncertain. Moreover, there is limited data on how acute disruption of either mechanism affects flexible decision making strategies mediated by cortico-striatal networks. To address these issues, we combined pharmacological modulation of DAT and COMT with electrochemistry and behavior in mice. DAT blockade, but not COMT inhibition, regulated sub-second dopamine release in the nucleus accumbens core, but surprisingly neither clearance mechanism affected evoked release in prelimbic cortex. This was not due to a lack of sensitivity, as both amphetamine and atomoxetine changed the kinetics of sub-second release. In a multi-step decision making task where mice had to respond to reversals in either reward probabilities or the choice sequence to reach the goal, DAT blockade selectively impaired, and COMT inhibition improved, performance after reward reversals, but neither manipulation affected the adaptation of choices after action-state transition reversals. Together, our data suggest that DAT and COMT shape specific aspects of behavioral flexibility by regulating different aspects of the kinetics of striatal and cortical dopamine, respectively.

scholarly journals Relationship between Entrepreneurial Team Characteristics and Venture Performance in China: From the Aspects of Cognition and Behaviors

2020 ◽  
Vol 12 (1) ◽  
pp. 377 ◽  
Author(s):  
Xue-Liang Pei ◽  
Tung-Ju Wu ◽  
Jia-Ning Guo ◽  
Jia-Qi Hu
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Team Cognition ◽  
Team Members ◽  
Research Results ◽  
Venture Performance ◽  
Entrepreneurial Team ◽  
Behavior Characteristics ◽  
And Behavior ◽  
The Relationship

Entrepreneurial and innovative activities are becoming a global economic and social phenomenon, especially in emerging economies. This study focuses on a typical emerging economy, China, and its entrepreneurial and innovative activities. On the basis of current research, the literature review and the chain of “cognition–behavior–outcome” are used for constructing the theoretical model for the relationship among entrepreneurial team cognition characteristics, behavior characteristics, and venture performance. A total of 101 valid copies of questionnaire are collected from entrepreneurial team members, as the research objects, and the structural equation modeling (SEM) method is applied to test the theoretical hypotheses. The research results reveal (1) significant effects of entrepreneurial team cognition characteristics and behavior characteristics on venture performance and (2) partial mediating effects of entrepreneurial team behavior characteristics on the relationship between cognition characteristics and venture performance. The research results are the expansion of research on entrepreneurial teams as well as the important reference for entrepreneurial team management and behavioral practice.

scholarly journals SOURCES OF THE POWER AND THE AUTHORITY OF MANAGERS

2018 ◽  
Vol 28 (1) ◽  
pp. 79-84
Author(s):  
Vojo Belovski ◽  
Biljana Todorova
Keyword(s):  
Interpersonal Relationships ◽  
Religious Media ◽  
The Status ◽  
The Will ◽  
The Republic ◽  
Intellectual Knowledge ◽  
The Right ◽  
And Behavior ◽  
Formal Power ◽  
Power And Authority

The paper starts from the general approach to the content and essence of the categories of power and authority and their interrelationship at the level of theoretical analysis and practical existence and manifestation.The sources from which the power and the authority of managers emerge will be analyzed taking into account their position and role in the organizations and other forms of the existence of the managerial function.The power is the right to order and obligation to respect / apply the order - it is very present in the work and behavior of the managers. The power is visible in the area of the state activities, in the education system, among the family.The authority represents carrying out the will even when it is contrary to the interests of others. You can talk about economic, ideological, religious, media authority, the authority of political parties and interest groups.Organizations are composed of persons who perform greater or lesser degrees of authority and power. Sometimes the power and authority in the organization arise from the position of a person in the organization or from the knowledge and skills that a person possesses. Others express their authority in interpersonal relationships through their character. In practice, it is seen that individuals have formal power and no real authority.Most directly, the authority of managers is derived from their functions / activities in the enterprise, from the right to command and direct other people in their tasks and responsibilities. Their power stems from the right and the ability to create an environment in which other individuals will participate in the realization of the organization's goals, in other words, the right to create an atmosphere that will encourage people to dedicate themselves to the work and development of the enterprise.The authority of managers arises from their intellectual knowledge, often higher than the knowledge of employees, which also activates authority as a voluntary acknowledgment of influence on the subordinate.Through an analytical approach, analyzes will be made on some issues and aspects of the status of managers in the Macedonian society, through projected grouping / classification of types of managers. Also, an answer to the question of why the managerial function in the Republic of Macedonia is reviving.

scholarly journals Triple bottom line of the CSR concept and its reporting

2021 ◽  
Vol 129 ◽  
pp. 07001
Author(s):  
Jaroslav Belas ◽  
Katarina Zvarikova
Keyword(s):  
Developing Countries ◽  
Literature Review ◽  
Value Added ◽  
Developed Countries ◽  
Theoretical Background ◽  
Three Dimensions ◽  
Bottom Line ◽  
Non Profit ◽  
To Come ◽  
Frequent Problem

Research background: The global situation is alarming. Many scholars, politicians, non-profit organizations and journalists worldwide remind of these arising problems. Sustainability seems to be the only solution, and also many companies try to do their best to contribute to this issue. Purpose of the article: CSR is considered a valuable tool in many fields – profit, stakeholders, and environmental dimensions. All these dimensions are characterized by their specifics, but it is proven that CSR positively impacts all of them. But the frequent problem is that although the companies are aware of the stakeholders´ importance, they are not able to report their activities or report them in an understanding way. Methods: Methods of the literature review is used for the theoretical background to understand the importance of three dimensions of CSR. Method of analysis is used to analyze of GRI index. Findings & Value added: Literature review proves the importance of CSR towards all three dimensions. According to analysis of the DRI index, it is evident, that not only organizations from developed countries have reported, but also organizations from developing countries had become reporting. Following the result of our analysis, we can see that 1 694 organizations from 80 countries try to come close to stakeholders and want to inform them about their activities.

scholarly journals MOTIVASI TIM SEPAKBOLA

2014 ◽  
Vol 11 (2) ◽  
Author(s):  
Ahmad Atiq
Keyword(s):  
Homogeneous Group ◽  
Important Task ◽  
Team Members ◽  
Scientific Approach ◽  
Entry Requirements ◽  
Unit Unit ◽  
And Behavior

All team members must be motivated to work as part of a group of highly motivated and compact. Scientific approach to help coaches improve teamwork menuaikan task. There are several keys to motivating a team. compactness can be developed especially through the use of a perceptual approach to motivate and by always emphasizing its important thoughts and behavior are optimistic. in general, and the threat of reprimand is not productive, but if used wisely may be beneficial. Teamwork plays an important role in the motivation tim.kekompakan can be improved by limiting their membership on the team that can meet the entry requirements will ketat.kekompakan also greater in small and homogeneous group and the group that mempuyai clear goals, especially if the achievement of goals is threatened by an opponent. Important task of the coach is to develop cohesiveness tim.dengan determine the factors that affect the cohesiveness, more positively or negatively, the coach can draw up a team of highly motivated unit unit. If it's done well then small teams or large will easily earn achievements with goals in the team ingginkan.sebuah not easily handled if the coach does not have special skills and are able to provide guidance on an ongoing basis in demand means that coaches have expertise with good multi can educate and train.   Kata Kunci : Motivasi, Tim  Sepakbola

Great Opportunity

Coach Hall ◽  
2019 ◽  
pp. 73-77
Author(s):  
Joe B. Hall ◽  
Marianne Walker ◽  
Rick Bozich
Keyword(s):  
Great Opportunity ◽  
Team Members ◽  
To Come ◽  
Assistant Coach

This chapter is about Joe B. leaving Regis after six years and transferring to Central Missouri. Then he receives a job offer from Coach Rupp to come to UK as first assistant coach. Joe, thrilled, accepts but soon learns that Rupp values him more as a recruiter. He starts UK’s first conditioning program―much to the dismay of the senior team members.

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