To explore the relationship between goal clarity, focused communication, learning behavior, and team effectiveness (i.e., task performance, relationship quality, and member satisfaction), self-report and observer data from eight top management groups that processed 56 agenda items during meetings were analyzed. We found that goal clarity and focused communication was positively related to team effectiveness. The effect of goal clarity on team effectiveness was partially mediated by focused communication. Speaking up when a goal was unclear increased focused communication, task performance and relationship quality. Speaking up when the discussion was off track was not related to task performance and member satisfaction, and was negatively related to relationship quality. These findings have implications for how to conduct an effective management meeting.
Trait self-control is important for well-being and mental and physical health. Most extant measures of self-control are limited in that they do not account for the multidimensionality and specificity of the trait. The aim of this study was to develop and validate a multidimensional and hierarchical scale of self-control in a full and a short version. The development of the Multidimensional Self-Control Scale (MSCS) and the Brief Multidimensional Self-Control Scale (BMSCS) was based on focus groups, a pilot, a main, and a validation sample (total N = 2,409). The 29-item MSCS consists of 6 first-order factors (Procrastination, Attentional Control, Impulse Control, Emotional Control, Goal Orientation, and Self-Control Strategies), 2 second-order factors (Inhibition and Initiation), and a third-order self-control factor. The 8 items in BMSCS provides a general trait self-control score. Findings from exploratory and confirmatory factor analyses supported the structures across samples, and internal consistency was acceptable. Assessment for acquiescence and sex differences indicated no major impacts on the scales. Strong convergent validity was observed with the Self-Control Scale (SCS) and the Brief Self-Control Scale (BSCS), as well as to other similar concepts. The MSCS subscales discriminated well between each other. Assessment of incremental validity of the MSCS over SCS, when controlling for sex and personality, showed significant increases in explained variance when predicting habits, hardiness, and life satisfaction. Similar significant results were observed for the BMSCS over the BSCS. Overall, results indicate that the new scales are useful measures that integrate recent theoretical and empirical findings of trait self-control.
Most organizations use management teams at different levels in the hierarchy to oversee and coordinate their businesses. Such teams typically make decisions, solve problems, coordinate tasks, and keep one another informed, and they can strongly influence the performance of an organization. Hence it is vital to identify factors that are associated with effective management-team performance. Based on a review of international research on management and decision-making teams from the early 1980s through today, we have identified a number of variables that seem to be important for the effectiveness of management teams. The variables are organized into 4 different categories: (a) input factors, which are relatively stable characteristics of the team and its environment (team purpose, team tasks, team size, team composition, and reward systems); (b) process factors, which refer to how the team works (meeting goals, focused communication, handling of task and relationship conflict, dialogical communication, political behavior, behavioral integration, external relationships, team learning behavior, and team leadership); (c) emergent states, which are cognitive, motivational, and affective states that emerge from the team members’ interaction (team psychological safety, team cohesion, and functional team norms); and (d) output factors, which describe the different kinds of outcomes achieved by the team (task performance and individual well-being and growth). In this paper, we discuss the empirical research behind each of the variables and how the variables are associated with management-team effectiveness.
Problem statement: Military officers educated from the Norwegian Military Academy are expected to become leaders in military international operations. Leadership in these contexts will demand a high degree of intellect and character. However, there is a lack of systematic research on which specific character strengths that are crucial to possess for military officers to succeed in international operations. Purpose of study: This paper discusses a group of experienced officer's perception of which character strengths are deemed most important for the Norwegian Military Academy´s officers to succeed. Method: A group of participants consisting of 25 experienced military officers were given a list of 24 character strengths. They were requested to judge each character strength according to its importance for military officers. Findings and results: 12 character strengths were selected as the most important for military officers and their leadership. These were in ranked order: Leadership, integrity, persistence, bravery, open-mindedness, fairness, citizenship, self-regulation, love of learning, social intelligence, perspective and creativity. Conclusions and recommendations: These 12 character strengths were the same 12 identified as important for military officers in another study conducted at the NMA. It was therefore decided that these 12 selected character strengths will function as the basis for the development of an instrument for observing character strengths during military field exercises.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.