Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate.

Cole, Michael S.; Carter, Min Z.; Zhang, Zhen

doi:10.1037/a0034269

Cited by 182 publications

(272 citation statements)

References 68 publications

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“…() found that team performance was lowest when leaders perceived higher support climate than the team. Similarly, Cole, Carter and Zhang () found that the team performance was poorest when leaders' perceptions of power distance were higher than teams'. The differences between Gibson et al .…”

Section: Leaders' and Teams' Perceptionsmentioning

confidence: 93%

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

et al. 2016

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The study investigates how agreement between leaders' and their team's perceptions influence intervention outcomes in a leadership‐training intervention aimed at improving organizational learning. Agreement, i.e. perceptual distance was calculated for the organizational learning dimensions at baseline. Changes in the dimensions from pre‐intervention to post‐intervention were evaluated using polynomial regression analysis with response surface analysis. The general pattern of the results indicated that the organizational learning improved when leaders and their teams agreed on the level of organizational learning prior to the intervention. The improvement was greatest when the leader's and the team's perceptions at baseline were aligned and high rather than aligned and low. The least beneficial scenario was when the leader's perceptions were higher than the team's perceptions. These results give insights into the importance of comparing leaders' and their team's perceptions in intervention research. Polynomial regression analyses with response surface methodology allow three‐dimensional examination of relationship between two predictor variables and an outcome. This contributes with knowledge on how combination of predictor variables may affect outcome and allows studies of potential non‐linearity relating to the outcome. Future studies could use these methods in process evaluation of interventions. Copyright © 2016 John Wiley & Sons, Ltd.

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Section: Leaders' and Teams' Perceptionsmentioning

confidence: 93%

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

et al. 2016

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“…Justice climate was also shown to mediate relationships between leadership attributes and individual level or team outcomes (e.g., Cole, Carter & Zhang, 2013;Stoverink, Umphress, Gardner, & Miller;Walumbwa, et al, 2010). In a moderator study, Yang, Mossholder and Peng (2007) found that unit-level procedural justice climate interacted with unitlevel power distance in explaining individual employees' organizational commitment and OCB after controlling for individual-level perceptions.…”

Section: The 2000 -2014 Era: Multilevel Research and Culture-climate mentioning

confidence: 99%

“…Era: Foundations of Construct Definition and Measurement Friedlander & Greenberg, 1971*Zohar, 1980Csoka, 1975Schneider, 1973Pfeifer & Schneider, 1974Bowen & Kilmann, 1975Drexler, 1977Schneider, 1972James, 1982Schneider & Hall, 1972Schneider & Snyder, 1975*James et al, 1984Gavin, 1975Cook et al, 19761986-1999 Ambrose et al, 2013Bobocel, 2013Cole et al, 2013Colquitt et al, 2013Stoverink et al, 2014 *Hartnell et al, 2011Gelfand et al, 2012Bezrukova et al,, 2012Gelfand et al, 2012 * NOTES: See the article's reference section for complete references. If the same citation appears in different columns, then the article had more than one focus.…”

mentioning

confidence: 99%

Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology.

Schneider¹,

González-Romá

Ostroff

et al. 2017

Journal of Applied Psychology

300

258

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We review the literature on organizational climate and culture paying specific attention to articles published in the Journal of Applied Psychology (JAP) since its first volume in 1917. The article traces the history of the two constructs though JAP has been far more important for climate than culture research. We distinguish four main periods: the pre-1971 era, with pioneering work on exploring conceptualization and operationalizations of the climate construct; the 1971 -1985 era, with foundational work on aggregation issues, outcome-focused climates (on safety and service) and early writings on culture; the 1986 -1999 era, characterized by solidification of a focused climate approach to understanding organizational processes (justice, discrimination) and outcomes (safety, service) and the beginnings of survey approaches to culture; and the 2000 -2014 era, characterized by multi-level work on climate, climate strength, demonstrated validity for a climate approach to outcomes and processes, and the relationship between leadership and climate and culture. We summarize and comment on the major theory and research achievements in each period, showing trends observed in the literature and how JAP has contributed greatly to moving research on these constructs, especially climate, forward. We also recommend directions for future research given the current state of knowledge.

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“…Research shows that when employees are involved in the decisionmaking process, they tend to be more engaged in work activities and exhibit higher job performance because they feel that their views are being considered and respected. 38 Communication, on the other hand, did not relate to any of the ProQOL scores. These factors, which simply relate to being informed by others, differ from the involvement measured by transformational leadership variables.…”

Section: Discussionmentioning

confidence: 52%

Professional Quality of Life of Veterans Affairs Staff and Providers in a Patient-Centered Care Environment

Locatelli

LaVela

2015

The Health Care Manager

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Changes to the work environment prompted by the movement toward patient-centered care have the potential to improve occupational stress among health care workers by improving team-based work activities, collaboration, and employee-driven quality improvement. This study was conducted to examine professional quality of life among providers at patient-centered care pilot facilities. Surveys were conducted with 76 Veterans Affairs employees/providers at facilities piloting patientcentered care interventions, to assess demographics, workplace practices and views (team-based environment, employee voice, quality of communication, and turnover intention), and professional quality of life (compassion satisfaction, burnout, and secondary traumatic stress). Professional quality-of-life subscales were not related to employee position type, age, or gender. Employee voice measures were related to lower burnout and higher compassion satisfaction. In addition, employees who were considering leaving their position showed higher burnout and lower compassion satisfaction scores. None of the work practices showed relationships with secondary traumatic stress.

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Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate.

Cited by 182 publications

References 68 publications

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology.

Professional Quality of Life of Veterans Affairs Staff and Providers in a Patient-Centered Care Environment

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