Efforts to identify antecedents of job dedication (i.e., being loyal and cooperative) are likely to offer value to managers. The authors examined the combined effects of organizational politics and emotional stability on the relationship between leader-member exchange and job dedication. Results of analyses conducted on 156 private sector workers revealed that leader-member exchange quality yielded high levels of job dedication among all employees except the emotionally unstable working in highly political climates. These results not only reinforce the need to hire emotionally stable workers and keep organizational politics at low levels but also point to the limitations of leader influences on employee contextual performance.
Inadequate hand washing by food workers is an important contributing factor to foodborne disease outbreaks in retail food establishments (RFEs). We conducted a survey of RFEs to investigate the effect of hand washing training, availability of hand washing facilities, and the ability of the person in charge (PIC) to describe hand washing according to the Minnesota Food Code (food code) on workers' ability to demonstrate food code-compliant hand washing. Only 52% of the PICs could describe the hand washing procedure outlined in the food code, and only 48% of workers could demonstrate code-compliant hand washing. The most common problems observed were failure to wash for 20 s and failure to use a fingernail brush. There was a strong positive association between the PIC being a certified food manager and being able to describe the food code hand washing procedure (odds ratio [OR], 5.5; 95% confidence interval [CI], 2.2 to 13.7), and there was an even stronger association between the PIC being able to describe hand washing and workers being able to demonstrate code-compliant hand washing (OR, 15; 95% CI, 6 to 37). Significant associations were detected among correct hand washing demonstration, physical infrastructure for hand washing, and the hand washing training methods used by the establishment. However, the principal determinant of successful hand washing demonstration was the PIC's ability to describe proper hand washing procedure. These results suggest that improving hand washing practices among food workers will require interventions that address PIC knowledge of hand washing requirement and procedure and the development and implementation of effective hand washing training methods.
Summary
Our research examined how team age diversity can be either detrimental or beneficial for team performance depending on team agreeableness minimum. In age diverse teams, a disagreeable teammate may trigger age‐based stereotypes about his/her social group, thereby activating social categorization. This would result in decreased relational team functioning and worsened team performance. When the least agreeable member scores high on agreeableness, negative social categorization processes may not be triggered in age diverse teams. They may focus on informational diversity with beneficial effects for team relational processes and team performance. We tested our model in three samples (Study 1: k = 81, N = 254; Study 2: k = 109, N = 434; Study 3: k = 195, N = 1784) wherein performance was measured both objectively (Studies 1 and 2) and subjectively (Study 3). In both Studies 1 and 2, team age diversity was positively related to team performance when team agreeableness minimum was high. In Study 2, when the least agreeable person scored low on agreeableness, greater age diversity resulted in lower performance, and this relationship was mediated by higher interpersonal conflict. In Study 3, these interactive effects transpire via reduced team cohesion—another aspect of relational team functioning.
Leadership traits and behaviors are observed early in human development, and although an improved understanding of youth leadership would usefully inform many real-world contexts (e.g., education, parenting, policy), most empirical work on leadership has been limited to adult populations. The purpose of the current article is to add a developmental perspective to leadership research that has so far been absent. Here, we (a) highlight adolescence as a critical developmental period for leadership emergence and development, (b) argue that leadership among youths is poorly understood and critically understudied, (c) provide exemplars of synergy between research on leadership and adolescent development that are ripe for focused inquiry, and (d) underscore some of the positive consequences of accelerating empirical research on leadership in adolescence, including implications for a deeper understanding of leadership in adult working populations.
A large body of evidence has concluded that there are positive linear relationships between leadership behaviors and leadership emergence. Drawing on insights from the leadership and teams research, we hypothesized that above certain levels of task-oriented and relationship-oriented behaviors, such behaviors will have diminishing returns for leadership emergence. Hypotheses were tested using a sample of 105 leaderless teams within an assessment center setting. Our results indicate that team members’ behaviors have linear and non-linear relations with leadership emergence. We discovered that the association between relationship-oriented behaviors and leadership emergence in self-managed teams is curvilinear, whereas the association between task-oriented behaviors and leadership emergence is linear but not curvilinear. Overall, the relationships between member behaviors and leadership emergence are more complex than the independent, positive linear relationships observed throughout the literature.
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