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2021
Ribes and López's (1985) taxonomy proposed that psychological behavior is progressively complex and inclusive. In that respect, there is little research and data are not robust. A study was conducted with the purpose to increase data related to the complexity and inclusivity of the three less complex behaviors of the taxonomy, with three training sequences, namely: 1) ascending (contextual-supplementary-selector), 2) descending-ascending (supplementary -contextual-selector) and 3) descending (selector-supplementary-contextual). The objective was to evaluate the effect of the interaction history (related to training sequences) on differential (contextual), effective (supplementary) and precise (selector) behavior adjustment process. Results showed that a greater number of training sessions were required to improve the performance in functional organizations with greater complexity when participants lacked an interaction history related to programmed contingencies. But, when the i...
asalan, 2017
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Management science, 2008
The Leadership Quarterly, 2009
Research in managerial and executive leadership recognizes the importance of behavioral complexity, particularly for addressing the competing demands and roles expected of managerial leaders. Though some empirical research on behavioral complexity exists, further progress requires a more rigorous instrument to measure behavioral repertoire. We design an elaborated, multi-dimensional instrument based on the Competing Values Framework (CVF). To examine the underlying conceptual structure and remove measurement error, we test this second-order measurement model using structural equation modeling (SEM). We also test the spatial relationship of the factors using a Bayesian circumplex model. Our data largely support the theoretical structure and stringent demands of the CVF model as applied to this instrument. Finally, we test the instrument's ability to predict managerial effectiveness and find that higher overall ability is correlated with greater overall performance. With this new instrument, we suggest the modification and addition of roles associated with the CVF model.
2017
An ample repertoire of leadership behaviors available to the manager is expected to guarantee his/her effectiveness transcending situations, but research in the call-center context has identified a specific form of effective supervision: people-oriented leadership. The purpose of this paper is to compare the effectiveness of leader behavioral complexity vis-à-vis people-oriented supervision. 268 employees out of 728 of a Peruvian call center filled in an on-line survey that included, among other questionnaires, the Competing Values Framework Managerial Behavior Instrument in reference to their front-line supervisor. The study analyzed the relationships between supervisory leadership and subordinate turnover intention and absenteeism. Behavioral complexity, like people-oriented leadership, predicted subordinate turnover intention but did not predict subordinate absenteeism, which people-oriented leadership did when other leadership orientations (to change, results, processes) were he...
2013
Industrial and organizational (I/O) psychology is not often at the forefront of most people's image of the discipline of psychology; indeed, many if not most introductory courses in psychology either do not cover the field or do so in a very cursory fashion. In many cases, even well-read psychologists from other subdisciplines have a relatively vague and sometimes even misinformed view of what I/O psychology is or does. Even though some (e.g., Sternberg, 2005) have made powerful calls for greater unity across psychology's many subdisciplines, in my experience I/O psychology's contributions and perspectives do not often figure prominently in such appeals.
Academy of Management Proceedings, 2009
Our study provides a theoretical model of emergent group cognitive complexity. We examine how social cognitive processes among group members influence the emergence of group cognitive complexity (i.e., group differentiation and group integration) and then, how group cognitive complexity affects group task performance.
Journal of Organizational Behavior, 2011
We would like to thank Dr. Remus Ilies and the three anonymous reviewers, who provided thoughtful and insightful comments on earlier drafts of this article. Running head: DYNAMIC PATTERNS OF FLOW IN THE WORKPLACE 2 Organizational researchers are increasingly embracing a within-person perspective to study employee well-being. This is evidenced by a number of studies adopting longitudinal designs and experience sampling methodologies to capture fluctuations in well-being at work
European Journal of Personality, 1993
This study starts from a cognitive-social-learning conceptualization of the contribution of static person by situation interaction to overt behaviour variance. Individual dzflerences in the relation between, on the one hand, situational variation in behaviour and, on the other hand, situational variation in objective situational characteristics, situational variation in construed situational characteristics, and situational variation in goalsin-situations were systematically investigated. Thirty-six prst-year psychology students had to freely generate and briefly describe 20 interpersonal situations that they had encountered during the last year. Afterwards, they had to rate each situation for four basic behavioural continua, eight supplied objective situational characteristics, eight supplied constructs, and eight supplied goals. Correlational analysis revealed many stable individual diflerences, not only in degree, but also in direction (sign) of situationbehaviour, construct-behaviour, and goal-behaviour relations. These relational variables could be reduced to seven relational factorial dimensions. The theoretical and practical implications of thesejindings are discussed.
1990
Author(s): Pearce, JL; Roberts, KH; Glick, WH; Weissenberg, P; Bedeian, A; Whetton, D; Miller, H; Klimoski, R | Abstract: Organizational Behavior often influences many modem management decisions, Managers and other human resource professionals are presented with analyses, proposals, etc. to help them improve their organizations. How can they judge the validity, accuracy and efficiency of these proposals? Perhaps one way they can evaluate them more accurately is to understand something of how the field of organizational behavior developed and the backgro1md of some of its major thinkers. This increased understanding might be heightened by knowing how the major contributors feel about their contributions and the sources of their seminal ideas. This discussion of the origins and development of the field of organizational behavior provides the background and understanding which can increase the accuracy with which today's managers and professionals judge the quality of the large mas...
Definition, need and importance of organisational behaviour-nature and scope-frame workorganisational behaviour models.
1970
Prentice Hall: Englewood Cliffs, NJ, 1988. 274pp + xiv. ISBN: 0136411924. With books on organizations written these days by authors ranging from athletes to Eastern mystics, it is worthwhile revisiting one of the classics of organizational psychology. With the macro shifts in the global economy and extraordinary advancements in the digital infrastructure, there is a temptation by managers to dismiss Edgar Schein's Organizational Psychology -the most recent edition nearly 20 years old -as a quaint but useless artifact of another era. Though it is unlikely that Schein had envisioned some of the emerging types of organizations enabled by technology today, his primer still holds relevance -and perhaps more relevance than ever -as managers seek to solve the age-old problem of coordinating people around a common goal. After all, models for organization may change in 20 years but human beings are still human beings.
2018
Academy of Management Proceedings, 2013