Leadership Behaviors and Subordinate Resilience

Utilizing a sample of 150 part-time MBA students, this study evaluated the relationship between leader behaviors and subordinate resilience. We proposed that the transformational leadership dimensions of Attributed Charisma, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration, as well as the transactional leadership dimension of Contingent Reward would be positively associated with subordinate resilience. We also proposed that the transactional leadership dimensions of Management-by-Exception Active and Management-by-Exception Passive and the non-leadership dimension of Laissez-Faire leadership would not be positively associated with subordinate resilience. With the exception of Inspirational Motivation, all hypothesized relationships were supported. A post-hoc analysis of open-ended responses to the question What helped you to deal with this situation? indicated that participants who mentioned their leaders as a positive factor in dealing with the situation exhibited greater resilience than participants who did not. The implications of these results and suggestions for future research are discussed

The First Anniversary: Stress, Well-Being, and Optimism in Older Widows

The first anniversary for older widows (n = 47) has been explored during Months 11, 12, and 13. Concurrent correlations show that optimism inversely correlates with psychological (intrusion and avoidance) stress as measured with the Impact of Event Scale (r = —.52 to —.66, p \u3c .005) and positively correlates with well-being (physical: r = .36 to .46, p \u3c .025; psychosocial: r = .58 to .72, p \u3c .005; spiritual: r = .50 to .69, p \u3c .005). Lagged correlation patterns suggest that higher levels of optimism at a given time are associated with higher life satisfaction and spiritual well-being at later times. Psychological stress is higher at Month 12 when compared to Month 13, t(43) = 2.54, p = .01, but not when compared to Month 11, t(43) = 1.49, p \u3e .10. There are no significant differences in physiologic stress (salivary cortisol) or well-being during the first anniversary of spousal bereavement

Creativity in Virtual Teams: A Review and Agenda for Future Research

As communication technology capabilities have improved and the globalization of the workforce has resulted in distributed teams, organizations have been shifting towards virtual teams and virtual meetings over the last decade. This trend has been accelerated with current work-from-home orders due to COVID-19. Even though virtual collaboration has, in the past, been the focus of multiple studies, there are some surprising gaps in our knowledge. For instance, there are few empirical studies examining the impact of virtual devices and tools on creative problem-solving. While there is a substantial body of research on electronic brainstorming and the use of virtual tools for idea generation, less is known about earlier processes such as problem construction or later processes such as idea evaluation and idea selection. Furthermore, as a dynamic process, creativity and innovation is heavily influenced by the people engaged in the process and their collaborative environment, yet there is a gap in the literature regarding the type of virtual tools used in the process (i.e., audio + video vs. audio alone, or the use of file-sharing technologies). In this paper, we will review the current literature on virtual teams, virtual meetings, and creativity. We will then explore theoretical frameworks such as media richness theory that can help us understand how virtuality and virtual tools may influence team creativity across the dynamic range of the creative problem-solving process. Finally, given the limited research in the domain of virtual team creativity we provide questions to help guide future research. Research questions will help identify those areas where virtual teams may be beneficial for creativity and areas where virtual teams may be likely to perform less effectively on creative tasks

Age and experience effects in spatial visualization

Three studies were conducted to investigate effects related to age and experience on measures of spatial visualization ability. All research participants were college-educated men; those in the experienced group were practicing or recently retired architects. The major results of the studies were (a) that increased age was found to be associated with lower levels of performance on several tests of spatial visualization and (b) that this was true both for unselected adults and for adults with extensive spatial visualization experience. These findings seem to suggest that age-related effects in some aspects of cognitive functioning may be independent of experiential influences. (PsycINFO Database Record (c) 2016 APA, all rights reserved

Brief assessment of schizotypy: Developing short forms of the Wisconsin Schizotypy Scales

The Wisconsin Schizotypy Scales—the Perceptual Aberration, Magical Ideation, Physical Anhedonia, and Revised Social Anhedonia Scales—have been used extensively since their development in the 1970s and 1980s. Based on psychometric analyses using item response theory, the present work presents 15-item short forms of each scale. In addition to being briefer, the short forms omit items with high differential item functioning. Based on data from a sample of young adults (n = 1144), the short forms have strong internal consistency, and they mirror effects found for the longer scales. They thus appear to be a good option for researchers interested in the brief assessment of schizotypic traits. The items are listed in an Appendix A

Capacidade de Inovação: Revisão Sistemática da Literatura

This work contributes to consolidate academic research on innovation capacity. A systematic methodology was applied to review the literature since 1991. The recovered literature was analyzed and synthesized into a multidimensional framework composed of 7 determinants of innovation capability - transformational leadership; strategic intent to innovate; personnel management innovation; customer and market knowledge; strategic management of technology; organicity of the organizational structure; and project management that results in performance innovation in products and processes. Additionally, an inventory of management practices that characterize and underpin the aforementioned factors was conducted and presented. The framework and the list of management practices can be used as a basis for future empirical research or as a guide for improving firms' innovation capabilities