The efficacy of three group process variables-group potency, social cohesion, and teammember exchange-in explaining team performance was examined for 648 military officers working in 50 self-managed teams over a 5-week period. Team performance was assessed on two objective criteria (mental task performance and physical task performance) and one subjective criterion (commander team performance ratings). Each of the group process variables was related to at least one aspect of team performance. Of the three group process variables, group potency exhibited the greatest predictive efficacy as it explained unique variance in team performance over that accounted for by both social cohesion and team-member exchange.

The authors explored the idea that teams consisting of members who, on average, demonstrate greater mastery of relevant teamwork knowledge will demonstrate greater task proficiency and observed teamwork effectiveness. In particular, the authors posited that team members' mastery of designated teamwork knowledge predicts better team task proficiency and higher observer ratings of effective teamwork, even while controlling for team task proficiency. The authors investigated these hypotheses by developing a structural model and testing it with field data from 92 teams (1,158 team members) in a United States Air Force officer development program focusing on a transportable set of teamwork competencies. The authors obtained proficiency scores on 3 different types of team tasks as well as ratings of effective teamwork from observers. The empirical model supported the authors' hypotheses.

We developed a team-level temporal model and tested it with data from 92 newly formed teams in a naturalistic military setting where females were a distinct minority in all teams. Contrary to what is posited by theory on customary perceptions of females' capabilities and gender-role congruence, a higher female proportion within teams did not adversely influence teams' early perceived potency, later social cohesion, or observers' assessments of teamwork. Consistent with theory regarding gender and abilities, however, a higher female proportion within teams contributed to better team problem solving but led to slightly worse team results on physically demanding tasks. In addition, teams' early perceived potency contributed positively to early task proficiency and later social cohesion. Furthermore, teams' social cohesion contributed positively to externally observed teamwork while controlling for task proficiency. We discuss implications of these findings for theory and practice.

Previous research has shown a positive relationship between job satisfaction and various dimensions of organizational citizenship behavior. These studies, however, have focused almost exclusively on civilian sector organizations. While insight gained from these studies is instructive, it remains to be seen if these relationships also exist in the context of military organizations. The relationships between job satisfaction as well as cynicism (as moderated by psychological contracts) with organizational citizenship behavior (OCB) are explored. Data were collected from military officers (n = 151) attending a 10-month professional military education school. As an improvement over other similar studies, control measures were incorporated to address potential confounds associated with self-reported attitudes. Results showed job satisfaction was a strong predictor of OCB, cynicism was negatively related to the altruism dimension of OCB, and the relationship between cynicism and the altruism

Purpose -To provide two possible approaches for enhancing organizational culture awareness and promote cultural change in public sector organization. These approaches include training and leading by example. Design/methodology/approach -Literature outlining fundamental aspects of organizational culture is summarized, serving as a foundation for reviewing the potential value of training as a method for enhancing public managers' awareness of organizational culture. This is followed by an illustrated example of how the culture was changed in major department of a public organization through leading by example. Findings -Training and leading by example can serve as effective methodologies for promoting culture awareness and brining about culture change in organizations. Practical implications -The article highlights some interesting similarities and differences between cultures in public organizations and cultures in private sector organizations. The differences, in particular, reinforce the importance of training and leading by example to guide public sector employees through the complex dynamics often embodied within culture transformations in organizations. Originality/value -While there are some important similarities between cultures of private sector and public sector organizations, the differences existing in public sector organization cultures create unique challenges for managers trying to evoke change. The article provides a unique perspective on applying training and leading by example to the context of public sector organizational culture.