1JM11
Course readings
detailed summary
2020-2021
Topics of interest:
1. Leaders’ intervention in team conflict
2. Goal setting interventions and team performance
3. Burnout
4. Team time management: Challenges and interventions
5. Creativity and networks
6. Implementing sustainability in daily work
7. Performance management systems
,Table of Contents
Do you see what we see? The complex effects of perceptual distance between leaders and teams. .................. 2
Managing conflict: Third-party interventions for managers. ............................................................................... 10
Leadership and conflict: Using power to manage conflict in groups for better rather than worse..................... 19
Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. . 27
The effect of goal setting on group performance: A meta-analysis..................................................................... 35
Goals, strategies, and group performance: Some limits of goal setting in groups. ............................................. 41
Mini assignment goal setting ............................................................................................................................... 48
Burnout: A Short Socio-Cultural History. ............................................................................................................. 50
Do burnout and work engagement predict depressive symptoms and life satisfaction? A three-wave seven-
year prospective study. ........................................................................................................................................ 55
Burnout–depression overlap: A review. Clinical Psychology Review. .................................................................. 59
Temporal diversity and team performance: The moderating role of team temporal leadership. ...................... 65
Meeting deadlines in work groups: Implicit and explicit mechanisms. ............................................................... 72
Time pressure and team performance: An attentional focus integration. .......................................................... 76
Creativity. ............................................................................................................................................................. 81
The dual pathway to creativity model: Creative ideation as a function of flexibility and persistence. ............... 87
Structural Holes and Good Ideas. ........................................................................................................................ 94
Motivational influences on supply manager environmental sustainability behavior. ......................................... 98
Job crafting interventions: Do they work and why? .......................................................................................... 104
Crafting the change: The role of employee job crafting behaviors for successful organizational change. ....... 109
Performance evaluation will not die, but it should............................................................................................ 116
Performance Management Can Be Fixed: An On-the-Job Experiential Learning Approach for Complex Behavior
Change. .............................................................................................................................................................. 121
1
,Do you see what we see? The complex
effects of perceptual distance between
leaders and teams.
Gibson, C. B., Cooper, C. D., & Conger, J. A. (2009)
Definition perceptual distance
• Work teams are complex systems.
o Group of members with independent interaction and mutually shared
responsibilities.
o Efficiency
o Innovation
o Broad access to stakeholders
• Earlier research found that differing viewpoints between leader and team leads to:
o Stalemate (“dood punt”) over how to proceed.
o Customer initiatives failed; team did not made changes necessary to meet
emerging customer preferences.
o As a result, failed to meet targets.
• Leader-team perceptual distance is the differences between leader’s and team’s
perception of same social stimulus à Significant variations in perceptions.
o Important to generate/develop awareness.
o Differences are detrimental because:
1. Hinder team from maximizing collective cognition.
2. Reaching its full potential.
Perceptual distance between a leader and a team
• According to Zaccaro et al. (2001), leaders influence team effectiveness by:
1. Cognitive processes
2. Motivational processes
3. Affective processes
4. Coordination processes
2
, • Humans experience each other individuals phenomenologically because complexity
of social stimuli and limitations of information processing capabilities.
o Perceptual process influenced by:
1. Experience
2. Personality
3. Cognitive complexity
4. Interests
5. Values
6. Mental scripts
o These influencers shape the way people interpret and perceive the world.
o Teams and leaders may be particularly prone (“gevoelig”) to forming
different perceptions.
o Team phenomena as perceived are crucial for explaining team outcomes.
• Focus on leader’s perception vs. team he/she leads.
o There may be differences among team members but that is not within scope.
Other perceptual concepts
• Earlier studies examine conceptual congruence.
o Which is the similarity (so not the difference) of perceptions held by a
supervisor vs. subordinate in terms of:
§ Communication behavior.
§ Activities necessary to fulfill subordinate’s role.
§ Requirements to get a merit raise.
o Result:
§ Differences in perceptions matter at the dyadic level (“interaction
between two things, two individuals”).
o Short coming:
§ Rely on simple statistics
§ Assumption that perceptual differences were an inherently (“van
nature”) dyaic-level phenomenon.
3
Course readings
detailed summary
2020-2021
Topics of interest:
1. Leaders’ intervention in team conflict
2. Goal setting interventions and team performance
3. Burnout
4. Team time management: Challenges and interventions
5. Creativity and networks
6. Implementing sustainability in daily work
7. Performance management systems
,Table of Contents
Do you see what we see? The complex effects of perceptual distance between leaders and teams. .................. 2
Managing conflict: Third-party interventions for managers. ............................................................................... 10
Leadership and conflict: Using power to manage conflict in groups for better rather than worse..................... 19
Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. . 27
The effect of goal setting on group performance: A meta-analysis..................................................................... 35
Goals, strategies, and group performance: Some limits of goal setting in groups. ............................................. 41
Mini assignment goal setting ............................................................................................................................... 48
Burnout: A Short Socio-Cultural History. ............................................................................................................. 50
Do burnout and work engagement predict depressive symptoms and life satisfaction? A three-wave seven-
year prospective study. ........................................................................................................................................ 55
Burnout–depression overlap: A review. Clinical Psychology Review. .................................................................. 59
Temporal diversity and team performance: The moderating role of team temporal leadership. ...................... 65
Meeting deadlines in work groups: Implicit and explicit mechanisms. ............................................................... 72
Time pressure and team performance: An attentional focus integration. .......................................................... 76
Creativity. ............................................................................................................................................................. 81
The dual pathway to creativity model: Creative ideation as a function of flexibility and persistence. ............... 87
Structural Holes and Good Ideas. ........................................................................................................................ 94
Motivational influences on supply manager environmental sustainability behavior. ......................................... 98
Job crafting interventions: Do they work and why? .......................................................................................... 104
Crafting the change: The role of employee job crafting behaviors for successful organizational change. ....... 109
Performance evaluation will not die, but it should............................................................................................ 116
Performance Management Can Be Fixed: An On-the-Job Experiential Learning Approach for Complex Behavior
Change. .............................................................................................................................................................. 121
1
,Do you see what we see? The complex
effects of perceptual distance between
leaders and teams.
Gibson, C. B., Cooper, C. D., & Conger, J. A. (2009)
Definition perceptual distance
• Work teams are complex systems.
o Group of members with independent interaction and mutually shared
responsibilities.
o Efficiency
o Innovation
o Broad access to stakeholders
• Earlier research found that differing viewpoints between leader and team leads to:
o Stalemate (“dood punt”) over how to proceed.
o Customer initiatives failed; team did not made changes necessary to meet
emerging customer preferences.
o As a result, failed to meet targets.
• Leader-team perceptual distance is the differences between leader’s and team’s
perception of same social stimulus à Significant variations in perceptions.
o Important to generate/develop awareness.
o Differences are detrimental because:
1. Hinder team from maximizing collective cognition.
2. Reaching its full potential.
Perceptual distance between a leader and a team
• According to Zaccaro et al. (2001), leaders influence team effectiveness by:
1. Cognitive processes
2. Motivational processes
3. Affective processes
4. Coordination processes
2
, • Humans experience each other individuals phenomenologically because complexity
of social stimuli and limitations of information processing capabilities.
o Perceptual process influenced by:
1. Experience
2. Personality
3. Cognitive complexity
4. Interests
5. Values
6. Mental scripts
o These influencers shape the way people interpret and perceive the world.
o Teams and leaders may be particularly prone (“gevoelig”) to forming
different perceptions.
o Team phenomena as perceived are crucial for explaining team outcomes.
• Focus on leader’s perception vs. team he/she leads.
o There may be differences among team members but that is not within scope.
Other perceptual concepts
• Earlier studies examine conceptual congruence.
o Which is the similarity (so not the difference) of perceptions held by a
supervisor vs. subordinate in terms of:
§ Communication behavior.
§ Activities necessary to fulfill subordinate’s role.
§ Requirements to get a merit raise.
o Result:
§ Differences in perceptions matter at the dyadic level (“interaction
between two things, two individuals”).
o Short coming:
§ Rely on simple statistics
§ Assumption that perceptual differences were an inherently (“van
nature”) dyaic-level phenomenon.
3
