Browsing by Subject "team"
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Item An Expectation States Approach to Examining Medical Team Information Exchange(2013-07-30) Manago, BiancaThis project is the first step in a long line of research that will examine the impact of status on information exchange in small groups of medical professionals. Specifically, we employ the expectation states theory and observable power and prestige methodology to develop a coding scheme and live coding methodology that is attuned to the unique status organizing process in interprofessional medical teams. This paper begins with an explanation of the shortcomings in current research that examines medical teams. We then discuss the conceptual development of the coding scheme and methodology. Next, we establish reliability between live coders and between the transcript coders. We conclude by employing our coding scheme to examine how occupational status (physician vs. nurse) operates in medical teams, and find that our scheme possesses both criterion and face validity. Future steps include increasing our sample size to have more statistical power in detecting status differences and dropping some items from the coding scheme to increase reliability.Item Is Everyone Created Equal? A Social Network Perspective on Personality in Teams(2012-10-19) Li, NingOne important research topic in team research concerns how team composition (i.e., the configuration of team member attributes such as personality factors) affects team effectiveness. To date, researchers have almost exclusively focused on the role of team members' attributes (e.g., extraversion) without considering team members' status in the team. Yet, according to social network theory, a team member who occupies a central position in a team network (e.g., has numerous social ties to others) will have a greater impact on the team than other members who occupy peripheral positions. As a result, the effects of team composition on team effectiveness are not influenced exclusively by an attribute, but also determined by who possesses the attribute. To remedy this limitation and account for member "centrality" effects on personality in teams, I conceptualize team composition in the form of personality from a social network perspective. Using 584 team members of 84 teams in China, I test the effects of various operationalizations of team personality traits on team processes and performance. Specifically, the results indicate that team overall personality traits fail to display superior predictive validity over team mean personality traits in predicting team processes. However, I report that the most central member's conscientiousness and agreeableness have meaningful impacts on team processes. Finally, team maximum extraversion and openness interact with team member centrality in predicting team processes such that the personality traits have stronger effects on team processes when the traits are possessed by central members. In doing so, I help to clarify the construct of team composition and gain a better understanding of how team composition affects team outcomes.Item The after-action review training approach: an integrative framework and empirical investigation(2009-05-15) Villado, Anton JamesThe after?action review (AAR; also known as the after?event review or debriefing) is a training approach that is based on reviews of trainees? performance on recently completed tasks or performance events. Used by the military for decades, the use of AAR?based training has increased dramatically in recent years. Empirical research investigating AARs, however, is almost non?existent, and theoretical work on the effectiveness AAR?based training and the underlying processes have been limited. The present study presents a theoretical framework for the AAR by integrating the AAR into the existing training literature. In addition, this study presents an empirical evaluation of the effectiveness of AAR?based training, and an investigation of whether objective AAR?based training is more effective than subjective AAR?based training. One?hundred twenty individuals were trained in 30 4?person teams on a cognitively complex performance task. Teams were trained using a non?AAR?, subjective AAR?, or objective AAR?based training approach. Declarative knowledge, team performance, and team?efficacy served as the measures of training effectiveness. It was hypothesized that AAR?based training (subjective AAR? and objective AAR? based training combined) would be more effective than non?AAR?based training. Further, it was hypothesized that objective AAR?based training would be more effective than subjective AAR?based training. The study results indicated that AAR?based training was more effective than the non?AAR?based training approach in terms of team performance and team?efficacy, but not team declarative knowledge. Objective AAR?based training was no more effective than subjective AAR?based training. Teams performed equally well on the training outcome measures regardless of whether they used an objective or subjective AAR? based training approach. It is anticipated that the theoretical framework and empirical results of this study will serve as a catalyst for the integration of AAR?based training into existing training literatures and to inform the design and practice of AAR?based training systems to take full advantage of their efficacy as training interventions.Item The Development and Initial Validation of a Measure of Small Group Leadership Self-Efficacy(2012-11-13) Asenuga, Olabisi 1984-Small group leadership self-efficacy is conceptualized as an individual?s degree of confidence in his/her ability to successfully assume a leadership role in a small group. The task specificity of self-efficacy and the conceptualization of leadership as context bound informs the need for a small group leadership self-efficacy measure that is a superior operationalization of the specified construct than extant measures of leadership self-efficacy in the context of small group leadership. Consequently, the purposes of this study were: (a) to develop a psychometrically sound self-report measure of small group leadership self-efficacy and establish its underlying structure through factor analytic procedures, and (b) to present preliminary validity evidence for the measure. In order to develop a representative item pool for the posited small group leadership self-efficacy dimensions, relevant theory was reviewed and extant literature was surveyed, with special attention to factor analytic studies. Using the data of 568 undergraduate students collected online, Study 1 investigated the factor structure of the initial 101-item measure. This resulted in the refinement and reduction of the initial measure to a 32-item measure, consisting of 5 dimensions. However, in Study 2, factor analyzing data collected from 296 undergraduate students who completed only the 32 items retained in Study 1 and the item-to-category sorts of 7 independent judges resulted in the confirmation of a second-order small group leadership self-efficacy factor structure with 2 dimensions (initiating structure and consideration) consisting of 23 items that best captured the content domain of the construct. The final 23-item measure of small group leadership self-efficacy was embedded into a nomological network where its relationships with four variables of interest was tested and results revealed that previous small group leadership experience, valence of previous small group leadership experience, and subjective vitality are correlates of small group leadership self-efficacy. The results of the present work have both theoretical and practical implications. An outcome of this study is a psychometrically sound measure of small group leadership self-efficacy which has the potential for high utility in both applied and scientific settings. These implications as well as possible directions for future research are identified and discussed.