When new talent scores: The impact of human capital and the team socialization context on newcomer performance in professional sports teams.

This study integrates research on newcomer socialization and work teams to examine how the team environment facilitates or hinders the translation of human capital into newcomer performance in professional sports teams. Using large, multiyear and multilevel data from the top five European professional football leagues, we examine how individual-level newcomer human capital and the team-level characteristics (prior team performance, number of newcomers) influence individual newcomer performance during two different socialization contexts (when more vs. less time for socialization is provided). We found that individual human capital was positively related to newcomer performance across socialization contexts while the direct relationships between team variables and performance were conditional on the socialization context. Prior team performance was positively related to newcomer performance when more time for socialization was provided, but prior team performance as well as the number of newcomers were negatively related to newcomer performance when less time for socialization was provided. Beyond the direct relationships, our results show that human capital was less positively related to newcomer performance when newcomers joined higher performing teams across socialization contexts. These findings extend our understanding of the complex relationships between individual human capital and the team's socialization environment on newcomer performance and advance new knowledge regarding conditions that facilitate the success of newcomers who join existing (operating) teams. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Multiple team membership and empowerment spillover effects: Can empowerment processes cross team boundaries?

In today's organizations, employees are often assigned as members of multiple teams simultaneously (i.e., multiple team membership), and yet we know little about important leadership and employee phenomena in such settings. Using a scenario-based experiment and 2 field studies of leaders and their employees in the People's Republic of China and the United States, we examined how empowering leadership exhibited by 2 different team leaders toward a single employee working on 2 different teams can spillover to affect that employee's psychological empowerment and subsequent proactivity across teams. Consistent across all 3 studies, we found that each of the team leaders' empowering leadership uniquely and positively influenced an employee's psychological empowerment and subsequent proactive behaviors. In the field studies, we further found that empowering leadership exhibited by one team leader influenced the psychological empowerment and proactive behaviors of their team member not only in that leader's team but also in the other team outside of that leader's stewardship. Finally, across studies, we found that empowering leadership exhibited on one team can substitute for lower levels of empowering leadership experienced in a different team led by a distinct leader. We discuss our contributions to the motivation, teams, and leadership literatures and provide practical guidance for leaders charged with managing employees that have multiple team memberships. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Supporting and enhancing scientific rigor.

The purpose of this editorial is to provide an update on recent, ongoing, and new practices the Journal of Applied Psychology has implemented to further support and enhance scientific rigor. In line with the previous editorial, the practices discussed in the following text broadly seek to enhance scientific rigor and transparency in the empirical research published by providing the reader sufficient information needed to verify the accuracy and validity of study findings and inferences and enable the accumulation of knowledge through replications and extensions of primary research as well as meta-analyses. (PsycINFO Database Record

Leadership and member voice in action teams: Test of a dynamic phase model.

Voice is an important way that members contribute to effective team functioning. And yet, the existing literature provides divergent guidance as to how leaders can promote member voice in action teams-a dynamic team context where eliciting voice may be difficult, due to different task demands encountered in the preparation and action phases of task performance, among members who may have little history of working together. Drawing on the employee voice and team leadership literatures, we focus on three leader behaviors-directing, coaching, and supporting-and employ a functional leadership perspective to assess whether certain leader behaviors enhance voice in one phase of the performance episode versus the other. We also assess whether these leadership-voice relationships are further contingent on team members' prior familiarity with one another. Observation and survey data from 105 surgical team episodes revealed that leader directing promoted voice in both the preparation and action phases. Coaching also facilitated voice in both phases, especially in the action phase for more familiar teams. Surprisingly, supporting did not enhance voice in either phase, and in fact exhibited negative effects on voice in the preparation phase of more familiar teams. Theoretical and practical implications around how leaders can elicit voice in action teams are discussed. (PsycINFO Database Record

A century of progress in industrial and organizational psychology: Discoveries and the next century.

In a century of research published in the Journal of Applied Psychology, we have seen significant advances in our science. The results of this science have broad applications to the workplace and implications for improving organizational effectiveness through a variety of avenues. Research has focused on understanding constructs, relationships, and processes at multiple levels, including individual, team, and organizational. A plethora of research methods and questions have driven this work, resulting in a nuanced understanding of what matters in the workplace. In this paper, we synthesize the most salient discoveries, findings, and/or conclusions in 19 domains. We seek to summarize the progress that has been made and highlight the most salient directions for future work such that the next century of research in industrial and organizational psychological science can be as impactful as the first century has been. (PsycINFO Database Record

One hundred years of the Journal of Applied Psychology: Background, evolution, and scientific trends.

To launch this Special Issue of the Journal of Applied Psychology celebrating the 1st century of the journal we conducted a review encompassing the background of the founding of the journal; a quantitative assessment of its evolution across the century; and an examination of trends examining article type, article length, authorship patterns, supplemental materials, and research support. The journal was founded in March of 1917 with hopeful optimism about the potential of psychology being applied to practical problems could enhance human happiness, well-being, and effectiveness. Our quantitative content assessment using both keyword frequencies and latent semantic analyses of raw content, in both bottom-up (corpus driven) and top-down modes (analyst driven), converged to document an evolution ranging from a broad and exploratory applied psychology to a more focused industrial psychology to an industrial and organizational psychology to an organizational psychology. With respect to other trends, during the first 4 decades 20 to 30% of journal items were book reviews, which then abruptly ceased in the mid-1950s. Articles have grown increasingly longer over time. Author teams are increasingly larger, and sole authored articles are vanishingly small in frequency. The use of supplemental materials and articles reporting research support have surged dramatically in the most recent period. Across the various foci we examined, our review portrays the evolution of the journal as reflecting the development of a mature, focused, and cumulative scientific discipline addressing psychological science applied to work and organizations. (PsycINFO Database Record

Teams as innovative systems: multilevel motivational antecedents of innovation in R&D teams.

Integrating theories of proactive motivation, team innovation climate, and motivation in teams, we developed and tested a multilevel model of motivators of innovative performance in teams. Analyses of multisource data from 428 members of 95 research and development (R&D) teams across 33 Chinese firms indicated that team-level support for innovation climate captured motivational mechanisms that mediated between transformational leadership and team innovative performance, whereas members' motivational states (role-breadth self-efficacy and intrinsic motivation) mediated between proactive personality and individual innovative performance. Furthermore, individual motivational states and team support for innovation climate uniquely promoted individual innovative performance, and, in turn, individual innovative performance linked team support for innovation climate to team innovative performance.

Understanding and estimating the power to detect cross-level interaction effects in multilevel modeling.

Cross-level interaction effects lie at the heart of multilevel contingency and interactionism theories. Researchers have often lamented the difficulty of finding hypothesized cross-level interactions, and to date there has been no means by which the statistical power of such tests can be evaluated. We develop such a method and report results of a large-scale simulation study, verify its accuracy, and provide evidence regarding the relative importance of factors that affect the power to detect cross-level interactions. Our results indicate that the statistical power to detect cross-level interactions is determined primarily by the magnitude of the cross-level interaction, the standard deviation of lower level slopes, and the lower and upper level sample sizes. We provide a Monte Carlo tool that enables researchers to a priori design more efficient multilevel studies and provides a means by which they can better interpret potential explanations for nonsignificant results. We conclude with recommendations for how scholars might design future multilevel studies that will lead to more accurate inferences regarding the presence of cross-level interactions.

Supervisors' upward exchange relationships and subordinate outcomes: testing the multilevel mediation role of empowerment.

This study empirically examined the proposition that supervisors' exchange relationships with their own supervisors (i.e., leader-leader exchange, or LLX) are related to their subordinates' work-related outcomes through 3 mechanisms: (a) leaders modeling their LLX to develop and maintain their exchange relationships with their subordinates (i.e., leader-member exchange, or LMX), (b) motivating the team and its members, captured by team and individual empowerment, and (c) facilitating the relationships between LMX and individual outcomes. Analyses of multisource and lagged data from 104 team supervisors and 577 subordinates showed that LMX mediated the positive relationship of LLX on subordinates' individual empowerment. Furthermore, team empowerment and individual empowerment sequentially mediated the positive relationships between LLX and subordinates' job satisfaction and job performance. The authors also found that the indirect relationships of LMX with job satisfaction and job performance via individual empowerment were stronger when LLX was higher. Theoretical and practical implications of these findings are discussed.

Motivating and demotivating forces in teams: cross-level influences of empowering leadership and relationship conflict.

Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointly influenced by teams' level of empowering leadership and relationship conflict and that these motivational states mediate the relationships between team stimuli and team members' innovative and teamwork behaviors and turnover intentions. In addition, results held despite controlling for team members' nationality and collectivism. We discuss contributions of our study to the team motivation, conflict, and stress literatures.

A multilevel study of leadership, empowerment, and performance in teams.

A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams. Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.

A multilevel examination of the relationships among training outcomes, mediating regulatory processes, and adaptive performance.

This study examined whether cognitive, affective-motivational, and behavioral training outcomes relate to posttraining regulatory processes and adaptive performance similarly at the individual and team levels of analysis. Longitudinal data were collected from 156 individuals composing 78 teams who were trained on and then performed a simulated flight task. Results showed that posttraining regulation processes related similarly to adaptive performance across levels. Also, regulation processes fully mediated the influences of self- and collective efficacy beliefs on individual and team adaptive performance. Finally, knowledge and skill more strongly and directly related to adaptive performance at the individual than the team level of analysis. Implications to theory and practice, limitations, and future directions are discussed.

The two faces of transformational leadership: empowerment and dependency.

Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outcomes. They found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship between transformational leadership and followers' dependence on the leader, whereas social identification mediated the relationship between transformational leadership and followers' empowerment. The authors discuss the implications of these findings to both theory and practice.

The role of different levels of leadership in predicting self- and collective efficacy: evidence for discontinuity.

This study identified potential discontinuities in the antecedents of efficacy beliefs across levels of analysis, with a particular focus on the role of leadership climate at different organizational levels. Random coefficient modeling analyses conducted on data collected from 2,585 soldiers in 86 combat units confirmed that soldiers' experience, role clarity, and psychological strain predicted self-efficacy to a greater extent than did leadership climate. Also, leadership climate at a higher organizational level related to self-efficacy through role clarity, whereas leadership climate at a lower organizational level related to self-efficacy through psychological strain. Group-level analyses identified leadership climate at a higher organizational level as the strongest predictor of collective efficacy. Theoretical and practical implications and directions for future research are discussed.