Saturday PM
 Indicates Saturday Theme Track Session |
249. Master Tutorial: 12:00 PM–1:20 PM
Continental 1
One and one-half (1½) CE credits for attending! Register at the session.
Constructive Use of Comments in Organizational Surveys: A Targeted Tutorial
A scientist–practitioner perspective is provided on appropriate comment use in organizational surveys. Critical decision points and options are reviewed within 4 survey phases: creating, capturing, analyzing, and presenting. Issues arising from Web surveys are emphasized. The targeted content will benefit all levels but especially practitioners without extensive comment handling experience.
Kristofer J. Fenlason, Data Recognition Corp, Presenter
Lori Foster Thompson, North Carolina State University, Presenter
Reanna M. Poncheri, NC State/Surface, Ward, & Assoc., Presenter
Submitted by Anna Chandonnet, achandonnet@datarecognitioncorp.com
250. Symposium/Forum: 12:00 PM–1:20 PM
Continental 2
Relationships Between Supportive Work Environments and Worker Safety Outcomes
Workers can (and do!) subvert or ignore organizational policies and procedures designed to keep them safe. The research presented in this symposium demonstrates the importance of a work environment that supports safety as a means for improving worker safety outcomes.
Lisa Kath, San Diego State University, Chair
Alyssa McGonagle, University of Connecticut, Chair
Jennifer D. Nahrgang, Michigan State University, Frederick P. Morgeson, Michigan State University, David A. Hofmann, University of North Carolina at Chapel Hill, The Influence of Supportive Social Environments and Management on Safety
Johnny Mitchell, The Keil Centre, Malcolm Patterson, Institute of Work Psychology, The Impact of Trust, Distrust, and Communication on Safety Behavior
Karen Marks, San Diego State University, Lisa Kath, San Diego State University, Drivers of Upward Safety Communication
Alyssa McGonagle, University of Connecticut, John E. Mathieu, University of Connecticut, Lisa Kath, San Diego State University, A Multilevel Look at Upward Safety Communication
Submitted by Alyssa McGonagle, alyssa.mcgonagle@uconn.edu
251. Symposium/Forum: 12:00 PM–1:20 PM
Continental 6
Building Management Capability: The Road to Competitive Advantage
This practitioner forum will share research indicating why building management capability is important to organizations and will present a model for building capability that is grounded in change management. Next, 2 organizations will outline the key activities and processes that they have put in place to build manager capability.
Edie L. Goldberg, E. L. Goldberg & Associates, Chair
Edie L. Goldberg, E. L. Goldberg & Associates, A Model for Buidling Management Cability
Suzan L. McDaniel, Bristol-Myers Squibb, Erika D’Egidio, Bristol-Myers Squibb, Building Management Capability to Drive Business Strategy and Employee Engagement
Rebecca L. Anhalt Borden, Sun Microsystems, Inc., Rachel M. Johnson, Colorado State University, Managers as Critical Levers for Sustaining Change
Submitted by Edie Goldberg, edie@ELGoldberg.com
252. Symposium/Forum: 12:00 PM–1:20 PM
Continental 7
OCB: Going Beyond Traditional Models of Social Exchange
The papers in this session extend prior research by going beyond traditional social exchange predictors of OCB and emphasizing proactive rather than reactive predictors of OCB. Each paper presents a different explanation for why performance of OCBs can have positive personal benefits for the employees who engage in OCB.
Linn Van Dyne, Michigan State University, Chair
Matthias Spitzmuller, Michigan State University, Chair
Matthias Spitzmuller, Michigan State University, Linn Van Dyne, Michigan State University, The Right Deed for the Wrong Reason, Does It Matter?
Bruce M. Meglino, University of South Carolina, M. Audrey Korsgaard, University of South Carolina, Scott W. Lester, University of Wisconsin-Eau Claire, Sophia Jeong, University of South Carolina, Multiple Motives for Organizational Citizenship Behavior
Carsten K. W. De Dreu, University of Amsterdam, The (Un)Selfishness of Being a Good Citizen
Adam Grant, Kenan-Flagler Business School, UNC, Anticipated Guilt as a Motivational Resource for Task Initiative
Wm. Matthew Bowler, Oklahoma State University, Jonathon Halbesleben, University of Wisconsin-Eau Claire, OCB Motive Attributions and LMX Relationships
Submitted by Matthias Spitzmuller, spitzmuller@bus.msu.edu
253. Symposium/Forum: 12:00 PM–1:20 PM
Continental 8
Examining the Relationship Between Affect, Emotions, and Counterproductive Work Behaviors
Theoretical models and empirical research have shown that affect and discrete emotions can lead to acts of counterproductive work behavior. The papers in this symposium discuss how state affect, emotional reactions to organizational injustice and mistreatment, and boredom influence a wide range of counterproductive work behaviors.
Boris B. Baltes, Wayne State University, Chair
Malissa A. Clark, Wayne State University, Chair
Daniel Skarlicki, University of British Columbia, Danielle van Jaarsveld, University of British Columbia, David D. Walker, Sauder School of Business, Emotion: The Link Between Mistreatment by Customers and Employee Retaliation
John Trougakos, University of Toronto-Scarborough, David Zweig, University of Toronto-Scarborough, Catherine E. Connelly, McMaster University, “I’m Not Telling”: Emotional Experiences and Knowledge Hiding in Organizations
Emily M. Hunter, University of Houston, Lisa M. Penney, University of Houston, Aditi Raghuram, University of Houston, Andrea Ugaz, University of Houston, Sabrina Volpone, University of Houston, Customer Affect and Customer-Directed Counterproductive Work Behavior
Kari Bruursema, Verizon Wireless, Stacey Kessler, Montclair State University, Paul E. Spector, University of South Florida, How Boredom Proneness and Job Boredom Affect Counterproductive Work Behavior
Suzy Fox, Loyola University-Chicago, Discussant
Submitted by Malissa Clark, malissa@wayne.edu
254. Panel Discussion: 12:00 PM–1:20 PM
Continental 9
Generation Gap Challenges and Opportunities Arising From the Demographic Shift
Baby Boomers are retiring. Smaller proportions remain in succeeding generations, leaving organizations daunting challenges to attract, retain, develop, and motivate very different employees. The impact across industries, types of workers, and human resources functions will be discussed, as well as cutting-edge solutions at leading organizations.
Scott Eggebeen, New York University, Chair
Judy Chen, Polo Ralph Lauren, Panelist
Russell E. Lobsenz, TSA, Panelist
Christopher T. Rotolo, Behavioral Insights, LLC, Panelist
Submitted by Scott Eggebeen, se17@nyu.edu
255. Community of Interest: 12:00 PM–1:20 PM
Franciscan A
Person–Job, Person–Organization, and Person–Environment Fit
Jeffrey R. Edwards, University of North Carolina, Host
Amy L. Kristof-Brown, University of Iowa, Host
256. Symposium/Forum: 12:00 PM–1:20 PM
Imperial B
Team Coordination in High-Risk Environments
Effective coordination is crucial for teams in high-risk environments. The research presented adds to the growing knowledge on team coordination by specifying processes of sensemaking, shared mental model development, and adaptive coordination necessary for successful decision making and action in military, civil aviation, medical, emergency response, and firefighting teams.
Gudela Grote, ETH Zürich, Chair
Mary Waller, Maastricht University, Sjir Uitdewilligen, Faculty of Economics and Business Administration, Talking to the Room: Collective Sensemaking During Crisis Situations
Thomas W. Reader, University of Aberdeen, Rhona H. Flin, University of Aberdeen, Kathryn Mearns, University of Aberdeen, Brian Cuthbertson, Health Services Research, Team Situation Awareness: Anticipating Patient Outcomes in the ICU
Gudela Grote, ETH Zürich, Enikö Zala-Mezö, ETH Zürich, Barbara Künzle, ETH Zürich, Michaela Kolbe, ETH Zürich, Adaptive Coordination in Cockpit Crews
C. Shawn Burke, University of Central Florida, Leslie DeChurch, University of Central Florida, Eduardo Salas, University of Central Florida, Gerald F. Goodwin, U.S. Army Research Institute, Modes of Coordination in Multiteam Systems
Robert A. Roe, University of Maastricht, Discussant
Submitted by Thomas Reader, tom.reader@abdn.ac.uk
257. Symposium/Forum: 12:00 PM–1:20 PM
Yosemite A
Integrating Conditional Standard Errors of Measurement Into Personnel Selection Practices
The standard error of measurement (SEM) plays an important role in personnel selection. Recent testing standards advocate conditional SEMs (CSEMs). We will discuss a recommended CSEM method, demonstrate an application of that method, integrate it into a banding methodology and a method of setting cutoff scores, and clarify common misconceptions.
Gregory M. Hurtz, California State University-Sacramento, Chair
Dan Biddle, Biddle Consulting Group, Overview of CSEM Methods With Recommendations for Personnel Selection Practice
Kasey Stevens, California State University-Sacramento, Lawrence S. Meyers, California State University-Sacramento, An Application of CSEMs in a Corrections Academy Selection Test
Dan Kuang, Biddle Consulting Group, Inc., Jim Higgins, Biddle Consulting Group, Establishing Bands and Cutoff Scores for Hiring Decisions Using CSEMs
Gregory M. Hurtz, California State University-Sacramento, Clarification on Some Misconceptions About Conditional Standard Errors of Measurement
Robert J. Harvey, Virginia Tech, Discussant
Submitted by Gregory Hurtz, ghurtz@csus.edu
258. Symposium/Forum: 12:00 PM–1:20 PM
Yosemite B
Generational Faultlines in the Workplace: Directions for Research and Practice
Shifting demographics, aging workforces, and increasing longevity pose complicated challenges for individuals and organizations. This symposium brings together a diverse group of scholars who will engage both macro- and microtheoretical perspectives to understand the implications of these generational dynamics for future theory, research, and practice.
Lynn M. Shore, San Diego State University, Age Diversity and Generational Conflict
Kimberly Wade-Benzoni, Duke University, Intergenerational Beneficence
Joseph J. Martocchio, University of Illinois at Urbana-Champaign, Generational Dynamics in the Workplace: HR Professionals’ Career Paths
John Dencker, University of Illinois at Urbana-Champaign, Generational Dynamics in the Workforce and Society
Aparna Joshi, University of Illinois at Urbana-Champaign, Discussant
Submitted by Aparna Joshi, aparnajo@uiuc.edu
259. Symposium/Forum: 12:00 PM–1:20 PM
Yosemite C
An Unbalanced Equation? Exploring Followership Within the Leadership Process
Traditional approaches to leadership research have primarily focused on the traits and behaviors of leaders. Consequently, we know very little about followers and the role that they play in the dynamic leadership process. This symposium addresses this gap in the literature by exploring empirical and theoretical work on followership.
Michelle Bligh, Claremont Graduate University, Chair
Melissa Carsten, Gallup Leadership Institute, Chair
Michelle Bligh, Claremont Graduate University, Jeffrey Kohles, Center for Leadership Innovation and Mentorship Building (CLIMB), Leading or Following? Contemporary Notions of Followership in Academic Research
Susan Baker, Morgan State University, Characteristics of Effective Followers: Integral Components of Leader–Follower Processes
Joerg Felfe, University of Siegen, Birgit Schyns, University of Portsmouth, Followers’ Personality and the Perception of Transformational Leadership
Melissa Carsten, Gallup Leadership Institute, Mary Uhl-Bien, University of Nebraska-Lincoln, Bradley J. West, University of Nebraska-Lincoln, Exploring the Antecedents and Consequences of Follower Behavior
Submitted by Melissa Carsten, mcarsten2@unl.edu
260. Symposium/Forum: 12:30 PM–1:50 PM
Continental 3
Measuring Information and Communication Technology Literacy
Increasingly, today’s jobs require information and communication technology literacy (ICTL). Yet, measuring ICTL in an environment of rapidly changing technology is challenging. Test items and specifications can become obsolete quickly. The papers in this symposium describe ICTL taxonomies and provide examples of measures and their psychometric properties.
Teresa L. Russell, Human Resources Research Organization, Chair
Teresa L. Russell, Human Resources Research Organization, W. S. Sellman, Human Resources Research Organization, Review of Information and Communication Technology Literacy Measures
Jon Haber, First Advantage Assessment Solutions, Scott Stoddart, Certiport, Inc., Measuring Information and Communication Technology Literacy With IC3
Irv Katz, Educational Testing Service, Yigal Attali, Educational Testing Service, ETS’s iSkills Assessment: Measurement of ICT Literacy
Neal W. Schmitt, Michigan State University, Discussant
Jane Arabian, Office of the Under Secretary of Defense (Personnel & Readiness)/Military Personnel Policy, Discussant
Submitted by Teresa Russell, trussell@humrro.org
261. Symposium/Forum: 12:30 PM–1:50 PM
Continental 4
That Can’t Be True! Detecting Faking Using Bogus Items
Although little research has explored the bogus item technique as a way to detect faking in selection, this technique has several strengths that warrant further research attention. This symposium brings together several studies to address validity, correlates, and the use of bogus item technique.
Julia Levashina, Indiana University Kokomo, Chair
Michael A. Campion, Purdue University, Chair
Brian H. Kim, Occidental College, Truth, Lies, and Everything in Between: Bogus Item Response Processes
Sarah A. Carroll, Hofstra University, Detecting Faking Using a Bogus Knowledge Test
Lauren J. Ramsay, San Jose State University, Brian H. Kim, Occidental College, Frederick L. Oswald, Michigan State University, Neal W. Schmitt, Michigan State University, Michael A. Gillespie, Denison Consulting, Bogus Items, Their Content, and Responses Under Different Situational Constraints
Julia Levashina, Indiana University Kokomo, Frederick P. Morgeson, Michigan State University, Michael A. Campion, Purdue University, They Don’t Do It Often, but They Do It Well
Murray R. Barrick, Texas A&M University, Discussant
Submitted by Julia Levashina, jlevashi@iuk.edu
262. Interactive Posters: 12:30 PM–1:20 PM
Executive Board Room
Managing Diversity: What’s the Big Deal?
Brian O’Leary, University of Tennessee-Chattanooga, Facilitator
262-1 Support for Diversity: Encouraging Beneficial Aspects of a Diverse Workforce
Little research has examined support for diversity initiatives or their outcomes. Using a lab experiment, the utility of support for diversity and supervisor support for general and diversity-specific outcomes was examined. Both types of support enhanced diversity-related task performance. Support for diversity reduced perceived discrimination in minorities and nonminorities.
Maria Arboleda, University at Albany-SUNY
Linda Shanock, University of North Carolina at Charlotte
Submitted by Maria Arboleda, ma477198@albany.edu
262-2 Managing Workplace Diversity: The Role of Organizational Culture
This study tests the effect of organizational culture on contributing to the management of workplace diversity. Hypotheses about organizational culture, group diversity, and diversity management perceptions were tested in a sample of approximately 7,500 employees divided into 800 workgroups. Results indicate that involvement is a key component to diversity management.
Ashley Guidroz, Bowling Green State University
Lindsey Kotrba, Denison Consulting
Submitted by Ashley Guidroz, aguidro@bgnet.bgsu.edu
262-3 Diversity’s Bottom Line: Diversity Climate and Organizational Financial Performance
This study assessed the economic impact of inclusive diversity climates on organizational financial performance. Worksites with diversity-inclusive climates were significantly more profitable, with staff working in self-reported inclusive climates producing more revenue per dollar spent on them than did employees working in less inclusive climates.
Lynn Offermann, George Washington University
Kenneth Matos, George Washington University
Adam Malamut, George Washington University
Submitted by Lynn Offermann, lro@gwu.edu
262-4 Organizational Efforts to Support Diversity Matter
Integrating Leventhal’s (1980) rules of procedural justice and the group-value model of procedural justice (Tyler & Lind, 1992), this study found that the negative effects of perceived racial discrimination on procedural justice can be attenuated by organizational efforts to support diversity.
Maria Triana, Texas A&M University
María Garcia, University of Texas at El Paso
Denise Carillo, University of Texas at El Paso
Submitted by Maria Triana, mtriana@mays.tamu.edu
263. Symposium/Forum: 12:30 PM–1:50 PM
Franciscan B
Individual Differences and Decision Making at Multiple Levels of Analysis
The purpose of this symposium is to highlight recent research investigating the impact of individual differences on decision making across individual, dyadic, and team levels of analysis. A variety of characteristics are featured, including the tendency to seek advice, Machiavellianism, and perspective taking, as well as learning and performance orientation.
Susan Mohammed, Pennsylvania State University, Chair
Nataliya Baytalskaya, Pennsylvania State University, Chair
Alexander R Schwall, Pennsylvania State University, Susan Mohammed, Pennsylvania State University, Individual Differences and Decision Making: A Review and Future Directions
Shuang Yueh Pui, Bowling Green State University, Margaret E. Brooks, Bowling Green State University, Tendency to Seek Advice in Decision Making
Nataliya Baytalskaya, Pennsylvania State University, Susan Mohammed, Pennsylvania State University, Machiavellianism and Perspective Taking’s Roles in Negotiation Strategies and Outcomes
Anne Nederveen Pieterse, Erasmus Research Institute of Management, Daan van Knippenberg, Erasmus University Rotterdam, Dirk Van Dierendonck, Erasmus University Rotterdam, Goal Orientation (Diversity and Aggregate) and Decision Making Over Time
Scott Highhouse, Bowling Green State University, Discussant
Submitted by Nataliya Baytalskaya, nzb114@psu.edu
264. Symposium/Forum: 12:30 PM–1:50 PM
Franciscan C
Organizational Psychologists and World Poverty: Our Roles and Obligations
This audience interactive symposium examines the roles and obligations of I-O psychologists in dealing with poverty reduction in the world. Presentation by colleagues active in this area will be followed by plans for the formation of a global task force of organizational psychologists for research and consultation on poverty reduction.
Walter Reichman, Sirota Survey Intelligence, Chair
Lakshmi Ramarajan, University of Pennsylvania, Caroline Hossein, University of Toronto, Organizational Psychology, World Poverty, and Enterprise Development
Michael Frese, University of Giessen, Poverty Reduction Through Psychological Research on Business Owners in Africa
Virginia Schein, Gettysburg College, Poor Women and Work in Developing Countries: Research Opportunities
Stuart C. Carr, Massey University, Malcolm MacLachlan, Trinity College, Dublin University, The Poverty of Psychology: Can We Reduce It?
Frank J. Landy, Landy Litigation Support Group, Discussant
Submitted by Walter Reichman, walter_reichman@baruch.cuny.edu
265. Special Events: 12:30 PM–1:20 PM
Grand Ballroom A
Innovations in I-O Teaching and Curricula
The goal of this interactive poster session is to allow successful educators to showcase innovative teaching or curriculum strategies and/or best practices for training I-O psychologists. Topic areas include, but are not limited to, innovations in service learning, interdisciplinary curricula, and teaching of research and practice skills.
Linda R. Shanock, University of North Carolina at Charlotte, Chair
Elise L. Amel, University of St. Thomas, Presenter
James M. Conway, Central Connecticut State University, Presenter
Roseanne J. Foti, Virginia Tech, Presenter
Tomas R. Giberson, Oakland University, Presenter
Peter D. Bachiochi, Eastern Connecticut State University, Presenter
Meridith E. Selden, Gallaudet University, Presenter
Zinta S. Byrne, Colorado State University, Presenter
Kurt Kraiger, Colorado State University, Presenter
Bill Attenweiler, Northern Kentucky University, Presenter
Stefanie K. Johnson, University of Colorado-Denver, Presenter
Eden B. King, George Mason University, Presenter
266. Poster Sessions: 12:30 PM–1:20 PM
Grand Ballroom B
Organizational Culture/Climate/Performance Appraisal/Feedback
266-1 Can Assessor Behavioral Training Transfer to Performance Appraisals Ratings?
This multilevel investigation examined the effects of transfer of training on supervisors’ ability to write behavioral comments on performance evaluations. Performance appraisal comments were compared for individuals who received assessment center training to be an assessor and individuals who had not. Analyses revealed significant differences between trained and untrained raters.
Therese Macan, University of Missouri-St Louis
Katie Mehner, University of Missouri-St. Louis
Lyndsey Havill, University of Missouri-St. Louis
Lisa Roberts, Burger King Corporation
Laura Heft, Edward Jones
Submitted by Therese Macan, Therese.Macan@umsl.edu
266-2 Performance Evaluations of Asians: Influence of Race-Occupation Stereotype Fit
Two studies examined effects of race-occupation stereotypes on technical and leadership performance evaluations. Results indicate that evaluations were influenced by the (in)congruence of race-occupation stereotype. Findings provide some explanations regarding the challenges of upward mobility for Asian Americans.
Thomas Sy, University of California Riverside
Judy Strauss, California State University-Long Beach
Ted Shore, California State University-San Marcos
Kristine Ikeda, California State University-Long Beach
Submitted by Judy Strauss, jstrauss@csulb.edu
266-3 Social Context and Performance: An Examination of Causal Priority
The relationship between organizations’ social context and customer satisfaction is investigated longitudinally over a 6-year period. Results of this analysis of causal priority provide the strongest evidence to date that social context causes customer satisfaction, although, not surprisingly, evidence of reciprocal causality also exists.
Anthony S. Boyce, Aon Consulting, Inc.
Michael Gillespie, Denison Consulting
Ann Marie Ryan, Michigan State University
Submitted by Anthony Boyce, anthonyboyce@gmail.com
266-4 How Far Is Far? Relational Distance as a Multidimensional Construct
In response to changes in the nature of work, this paper explores perceptions of relational distance and demonstrates that it has 3 dimensions. Structural distance includes physical distance, communication channel, and interaction frequency; status distance includes demographic and social; and psychological distance is a lack of affinity.
Laura Erskine, Illinois State University
Submitted by Laura Erskine, lerskine@ilstu.edu
266-5 A Critical Look at Ourselves: Reviewing Gender, Satisfaction, and Performance
This study surveyed 1,135 full-time psychology faculty members working in 229 academic departments throughout the U.S. and Canada. Results using hierarchical linear modeling (HLM) suggested gender differences relating to job satisfaction and job performance were based upon the structure and teaching orientation of the department.
Stacey Kessler, Montclair State University
Paul Spector, University of South Florida
Submitted by Stacey Kessler, stacey9815@aol.com
266-6 Profiles of Organizational Culture: The Variable Effects of Consistency
This empirical study considers the combined effects of 4 culture traits on sales growth for a large sample of organizations. As hypothesized, the effects of consistency on sales growth varied in both magnitude and direction as a function of other key culture traits, highlighting the complexity of culture profiles.
Aaron Schmidt, University of Akron
Michael Gillespie, Denison Consulting
Lindsey Kotrba, Denison Consulting
Samantha Ritchie, University of Akron
Daniel Denison, International Institute for Management Development
Submitted by Lindsey Kotrba, lkotrba@denisonculture.com
266-7 A Meta-Analysis of Climate for Service and Customer-Perceived Outcomes
This study examines the relationship between organizational service climate and positive perceptions of service quality, customer satisfaction, and loyalty. The study also examines possible differences between employee and customer perceptions of the outcome variables. Results suggest that service climate positively relates to various customer perceptions.
Ariel Lelchook, Wayne State University
Nathan Weidner, Wayne State University
Coy Ferrell, Wayne State University
Submitted by Ariel Lelchook, alelchook@wayne.edu
266-8 The Pattern of Safety Climate in Hospitals Predicts Patient Harm
This research examined the pattern of safety climate on patient safety outcomes in a national sample of hospitals. The system of care, as evidenced by the patterns of safety climate across multiple units, was related to patient harm at the hospital level of analysis.
Julie Lyon, Roanoke College
Submitted by Julie Lyon, lyon@roanoke.edu
266-9 Relationships Between Constituency Specific Climate, Affective Commitment, and Citizenship Behaviors
The authors propose a model designed to clarify the different relationship among constituency-related climate, commitment, and citizenship behaviors. A series of hierarchical regressions were analyzed to determine whether commitment moderated the climate–OCB relationship. Results partially support the organizational constituency model of the climate–OCB relationship.
Brandon Smit, Saint Louis University
Patrick Maloney, Saint Louis University
Kevin Fox, Saint Louis University
Christopher Wright, Corporate Survey.com
Submitted by Patrick Maloney, pmalone4@slu.edu
266-10 Beyond Applicants: Outcomes of Employer Branding Among Employees
Employer branding (i.e., promotional descriptions) leads to employee retention (Backhaus & Tikoo, 2004). Surveys of hotel employees indicated that employer branding functions differently among employees than reported previously with applicants (Harold, 2005). Only instrumental traits related to job satisfaction and person–organization fit fully mediated the employer branding/organizational identification relationship.
Tiffany Parker, Minnesota State University
Kimberly O’Farrell, Minnesota State University-Mankato
Submitted by Tiffany Parker, tiffanymparker@gmail.com
266-11 Equal Opportunity Climate Strength as a Moderator of Climate-Outcome Relationships
The relationships between equal opportunity (EO) climate and organizational outcomes such as job satisfaction and organizational commitment were assessed at the unit level of analysis. Additionally, these climate–outcome relationships were examined within the context of an emerging variable of interest for climate researchers, namely climate strength.
Mitchell Peterson, Defense Equal Opportunity Management Institute & Florida Institute of Technology
Marinus van Driel, Defense Equal Opportunity Management Institute & Florida Institute of Technology
Daniel McDonald, Defense Equal Opportunity Management Institute
Loring Crepeau, Defense Equal Opportunity Management Institute
Submitted by Mitchell Peterson, mpeterso@fit.edu
266-12 Diversity in Personality as an Antecedent to Team Climate Strength
This study examined personality diversity in teams as an antecedent to team climate strength. Results showed that diversity in Openness and Emotional Stability uniquely contributed to climate strength. Teams that were more diverse with respect to Openness and Emotional Stability reported less similar perceptions of climate (i.e., lower climate strength).
Taylor Poling,University of Tennessee, Knoxville
Joy Oliver, University of Tennessee, Knoxville
David Woehr, University of Tennessee, Knoxville
Submitted by Taylor Poling, tpoling@utk.edu
266-13 Perceptions of Organizational Politics: A Meta-Analysis
This study reports a meta-analytic review of the antecedents, correlates, and consequences of perceptions of organizational politics. Results contribute to a more accurate understanding of these relationships, including demonstrating the presence of several moderators, such as industry type and measure used.
Akanksha Bedi, Student
Aaron Schat, McMaster University
Submitted by Aaron Schat, schata@mcmaster.ca
266-14 Understanding Knowledge Transfer Within Organizations: The Knowledge Transfer Environment
Managing knowledge and assessing the impact of knowledge resources can be challenging. This paper provides a framework for understanding knowledge transfer within an organization. The framework builds on known constructs such as the feedback environment and temporal orientation to offer means by which knowledge transfer can be evaluated and improved.
Marinus van Driel, Florida Institute of Technology
Richard Griffith, Florida Institute of Technology
Lisa Steelman, Florida Institute of Technology
Stacey Fehir, Florida Institute of Technology
Submitted by Lisa Steelman, lsteelma@fit.edu
266-15 Relationships Between Organizational Climate, Collective Affective State, and Organizational Performance
This paper presents a cross-lagged study on the role of collective affective state in the relationship between organizational climate and performance. Using structural equation modeling, a model with direct effects of organizational climate on collective affective state and performance was compared with a model with affective state as intermediary.
Karina van de Voorde, Tilburg University
Marc van Veldhoven, Tilburg University
Jaap Paauwe, University of Tilburg
Submitted by Karina van de Voorde, f.c.v.d.voorde@uvt.nl
266-16 Rater Personality and Performance Dimension Weightings
This paper examined the relationship between rater personality and relative weightings placed on performance dimensions when making overall performance judgments. Findings indicated that an individual’s personality affects emphasis on certain performance dimensions, as well as overall performance ratings. Further, on average, certain performance dimensions receive greater weightings than others.
Joshua Bourdage, University of Calgary
Babatunde Ogunfowora, University of Calgary
Submitted by Joshua Bourdage, jbordage@ucalgary.ca
266-17 Predicting 360-Degree Congruence
This study investigated possible antecedents to congruence between manager’s self-ratings and their ratings from others on 360-degree performance appraisals. Target managers’ cognitive ability, self-esteem, Extraversion, and Conscientiousness were related to the congruence between their self-ratings and others’ ratings of performance. Significant differences are reported.
Rick Breugger, Psychological Associates
Lynn Bartels, Southern Illinois University-Edwardsville
Submitted by Rick Breugger, rjbreugger@umsl.edu
266-18 Antecedents and Consequences of Performance Appraisal Supervisor Discomfort: Field Sample
This study examined the effects of performance appraisal climate and supervisor expectations on supervisor discomfort and various ways supervisors cope with their discomfort. Structural equation modeling results supported the proposed model. This study provides a first step in ultimately identifying more effective interventions to improve the performance appraisal process.
Kristophor Canali, University of Connecticut
Submitted by Kristophor Canali, kristophor.canali@uconn.edu
266-19 Evaluating Frame-of-Reference Training Effectiveness Via Performance Schema Accuracy
This study tested the hypothesis that frame-of-reference-trained participants would possess schemas of performance that are more similar to an expert schema after training than would control-trained participants. It was also hypothesized that performance schema accuracy would be positively related to indexes of rating accuracy. Results supported both hypotheses.
C. Allen Gorman, Angelo State University
Joan Rentsch, University of Tennessee
Submitted by C. Gorman, cgorman@angelo.edu
266-20 Integrating Performance Appraisal and Development: A Model for the Future
This paper takes a brief look at the history of performance appraisal to determine when and why an appraisal–development link was disbanded. Three developments in the recent history of performance appraisal are discussed in depth. Finally, a performance management-based model linking formal appraisals to employee development is presented.
Jane Brodie Gregory, University of Akron
Paul Levy, University of Akron
Submitted by Jane Brodie Gregory, janebgregory@yahoo.com
266-21 Multisource Feedback: Reconceptualizing Leader Assessment Within and Across Rater Categories
Despite extensive use of multisource feedback, studies consistently question its validity due to lack of consistency across stakeholders. This paper argues for the need to reconceptualize multisource feedback in a way that recognizes different rater needs between and within rater categories. Data from the aerospace industry supported this view.
Claire McCarthy, Insight SRC Pty Ltd
Peter Hart, Insight SRC Pty Ltd
Sandra James, Boeing Australia
Submitted by Peter Hart, hart@insightsrc.com.au
266-22 Rating Bias and Differential Prediction
This study calls for the resurrection of rating bias research in supervisory ratings of job performance. Evidence is offered that previous research has failed to appreciate the magnitude and effects of rating bias. Future directions to consider in the revitalization of rating bias research are discussed.
Neil Hauenstein, Virginia Tech
Emilee Tison, Virginia Tech
Submitted by Neil Hauenstein, nhauen@vt.edu
266-23 A Comparison of Online and Traditional Performance Evaluation Systems
A quasi-experimental study revealed employees evaluated with an online performance appraisal (PA) reported significantly higher levels of rater accountability and employee participation, significantly lower levels of quality and utility for the PA ratings, and no difference in perceived security of the ratings or satisfaction with the PA.
Stephanie Payne, Texas A&M University
Margaret Horner, Texas A&M University
Wendy Boswell, Texas A&M University
Amber Wolf, Clemson University
Kelleen, Stine-Cheyne, Texas A&M University
Submitted by Margaret Horner, meg_horner@tamu.edu
266-24 Reconceptualizing 360 Tools as Criteria: Applications for Validating Assessment Centers
Assessment center ratings were validated with a 360-degree tool. 360 ratings were reconceptualized as a categorization process of most salient competencies rather than the traditional Likert-type scaling. Results revealed moderately strong to strong validity coefficients (.30 to .47). We discuss variables involved in rater judgments of strengths and weaknesses.
Martin Lanik, Development Dimensions International
Paul Bernthal, Development Dimensions International
Submitted by Martin Lanik, martin.lanik@ddiworld.com
266-25 Effects of Subjective Feedback on Subsequent Ratings and Objective Performance
The trend in organizations is to provide subjective performance feedback. Research has evaluated this practice by measuring subjective changes in ratings over time but has neglected objective changes in performance. This experiment provides the first experimental evidence that subjective feedback can lead to improvements in objective performance.
Jennifer Nieman-Gonder, Farmingdale State College
William Metlay, Hofstra University
Terri Shapiro, Hofstra University
Submitted by Jennifer Nieman-Gonder, jnieman00@yahoo.com
266-26 Investigating Antecedents of Feedback Seeking: From the Subordinates’ Perspective
This study examined the role of leadership style on the cost perceptions of feedback seeking in predicting feedback-seeking behaviors. It extended previous research by focusing on the specific facets of transactional leadership and examining the influence of impression management on the leadership style–cost perceptions relationship.
Candice Nieves, Florida Institute of Technology
Lisa Steelman, Florida Institute of Technology
Submitted by Candice Nieves, candice.nieves@gmail.com
266-27 Antecedents and Consequences of the Feedback Environment
This study examined antecedents and consequences of the feedback environment. The feedback environment reflects contextual factors associated with feedback processes. The results indicate that a learning culture, transformational leadership, and emotional intelligence foster a favorable feedback environment. Further, employees’ self-development behaviors were significantly correlated with a favorable feedback environment.
Jaclyn Pittman, Florida Institute of Technology
Lisa Steelman, Florida Institute of Technology
Submitted by Jaclyn Pittman, JaclynPittman@gmail.com
266-28 Rater Teams, Perceived Dimension Subjectivity, and Assessment Center Participant Motivation
This study investigated to what extent the number of raters and perceived dimension subjectivity influence participant motivation in an assessment center context. It appears that all participants, regardless of performance, are more motivated when appraised by a single rater and in a relatively subjective task than the converse.
Sylvia Roch, University at Albany, SUNY
Eugene Trombini, University at Albany, SUNY
Vipanchi Mishra, SUNY Research Foundation
Submitted by Sylvia Roch, roch@albany.edu
266-29 The Measurement of Self-Awareness in Organizations Using Multisource-Feedback Assessment
The purpose of this paper is to review the use of self-other rating agreement from multisource feedback assessments (MSFA) to measure individual self-awareness. In response to this common use in research and practice, 3 concerns are presented and an alternative use of MSFA to measure individual self-awareness is proposed.
Scott Taylor, Boston University
Submitted by Scott Taylor, taylors@bu.edu
266-30 Impact of Task Significance, Autonomy, Value Congruence on Productivity Gain
The effects of task significance on work group productivity improvement following an intervention were investigated. Autonomy and organizational value congruence between managers and employees were tested as potential moderators. Results supported the hypothesized moderation effects of autonomy and the hypothesized main effects for task significance and value congruence.
Sallie Weaver, University of Central Florida
Wendy Bedwell, University of Central Florida
Julia Fullick, University of Central Florida
Robert Pritchard, University of Central Florida
Submitted by Sallie Weaver, salliejw@gmail.com
266-31 Goal Orientation Moderates the Feedback Environment/Feedback-Seeking Link
Empirical studies have not examined whether individual differences moderate the effects of the feedback environment on feedback seeking. In this study, trait goal orientation was found to differentially interact with the organization’s feedback environment to influence feedback orientation, in turn influencing the extent to which one engages in feedback seeking.
Brian Whitaker, University of Akron
Paul Levy, University of Akron
Jessica Whitaker, Avatar Management Services
Submitted by Brian Whitaker, b.whitaker@moreheadstate.edu
266-32 Testing the Temporal Limits of a Structured Free Recall Intervention
Two studies were conducted to test whether the efficacy of a structured free recall intervention in reducing performance rating biases would be decreased when temporal delays are introduced into the rating process. The SFRI, although still successful after a 2-day delay, loses all effectiveness with a week long delay.
Madhura Chakrabarti, Wayne State University
Boris Baltes, Wayne State University
Submitted by Ludmila Zhdanova, lucia@wayne.edu
267. Symposium/Forum: 12:30 PM–2:20 PM
Imperial A
Harassment Research Advances: Taking Action and Health and Affective Outcomes
This session presents 5 empirical studies spanning different types of workplace harassment and incivility and different methodologies. We address issues of labeling, reporting, and intervening when harassment occurs, as well as new evidence regarding long-term and immediate negative effects of harassment.
Ann Marie Ryan, Michigan State University, Chair
Margaret S. Stockdale, Southern Illinois University-Carbondale, T. K. Logan, University of Kentucky, Rebecca Weston, Southern Illinois University Carbondale, Sexual Harassment and Posttraumatic Stress Disorder: Damages Beyond Prior Abuse
Eric R. Welch, Purdue University, Reeshad S. Dalal, George Mason University, Holly Lam, Valtera Corporation, Howard M. Weiss, Purdue University, An Ecological Momentary Assessment Study of Workplace Incivility and Affect
Michelle (Mikki) Hebl, Rice University, Eden B. King, George Mason University, Labeling and Acting on Subtle and Blatant Discrimination
Mindy E. Bergman, Texas A&M University, Carolyn J. Stufft, Texas A&M University, Reporting Racial/Ethnic Harassment and Discrimination in the U.S. Military
Jennifer Wessel, Michigan State University, Ann Marie Ryan, Michigan State University, Sexual Orientation Harassment: When Do Observers Intervene?
Barbara A. Gutek, University of Arizona, Discussant
Submitted by Ann Marie Ryan, ryanan@msu.edu
268. Master Tutorial: 1:30 PM–2:50 PM
Continental 1
One and one-half (1½) CE credits for attending! Register at the session.
How People Change: The Transtheoretical Model of Behavior Change
Planned organizational change efforts can be dramatically improved by implementing evidence-based psychological techniques for changing individuals’ behavior. Five such approaches are highlighted, including detailed presentation of the transtheoretical model, which has demonstrated success in changing the health behaviors of reticent participants. Theories are supplemented by practical implications for organizational consultants.
Paul M. Mastrangelo, Genesee Survey Services, Inc., Presenter
James Prochaska, University of Rhode Island, Presenter
Janice Prochaska, Pro-Change Behavior Systems, Inc., Presenter
Submitted by Paul Mastrangelo, paul.mastrangelo@gensurvey.com
269. Symposium/Forum: 1:30 PM–2:50 PM
Continental 2
Occupation/Industry Focused Studies of Safety Climate
The concept of safety climate is receiving increasing attention from both researchers and practitioners as a factor that can help reduce workplace injuries and accidents. This symposium presents recent findings regarding how safety climate can be measured and conceptualized across a variety of different occupations and industries.
James W. Grosch, NIOSH/CDC, Chair
Robert R. Sinclair, Portland State University, James Martin, Wayne State University, Lindsay Sears, Portland State University, Retail Employees’ Perceived Safety Climate and Hazard Exposure Outcomes
Nik Chmiel, Queen’s University Belfast, Isabelle Hansez, University of Liege, Perceived Safety Climate and Job Resources: Relationships With Safety Behavior
Konstantin Cigularov, Colorado State University, Peter Y. Chen, Colorado State University, April E. Smith, Colorado State University, Safety Training Transfer Climate and Communication in Predicting Injury Reports
James W. Grosch, NIOSH/CDC, Lawrence Murphy, NIOSH/CDC, The Role of Management Commitment to Safety
Yueng-Hsiang E. Huang, Liberty Mutual Research Institute for Safety, Peter Y. Chen, Colorado State University, Sarah DeArmond, University of Wisconsin Oshkosh, Industry Type and Injury Risk: The Role of Safety Climate
Mark Griffin, University of Sheffield, Andrew Neal, The University of Queensland, Safety Climate and Safety Behavior Across Organizations
Submitted by James Grosch, jkg9@cdc.gov
270. Symposium/Forum: 1:30 PM–2:50 PM
Continental 5
Benefits and Challenges of Online and Unsupervised Adaptive Testing
On a global scale, companies of all sizes have embraced e-recruiting and unsupervised, online assessment of candidates as a standard hiring practice. This symposium provides insight into a next step in online testing methods through examination of P&G’s development of an online, unsupervised adaptive cognitive ability test.
Robert E. Gibby, Procter & Gamble, Chair
Rodney A. McCloy, HumRRO, Chair
Daniel Segall, U.S. Defense Manpower Data Center, Rodney A. McCloy, HumRRO, Verification Testing in Unproctored, High-Stakes Test Programs
Kirk Fischer, Development Dimensions International, Evan F. Sinar, Development Dimensions International, System Development and Quality Assurance of an Online Adaptive Test
Emily J. Bailey, Central Michigan University, Evan F. Sinar, Development Dimensions International, Configuration of a Candidate Portal to Deliver Online Adaptive Tests
Robert E. Gibby, Procter & Gamble, Andrew Michael Biga, Procter & Gamble, Angela K. Pratt, Procter & Gamble, Jennifer L. Irwin, Procter & Gamble Company, Online and Unsupervised Adaptive Cognitive Ability Testing: Lessons Learned
Donald L. Zink, Personnel Management Decisions, Discussant
Submitted by Robert Gibby, gibby.re@pg.com
271. Symposium/Forum: 1:30 PM–2:50 PM
Continental 6
Recent Research on Retesting and Its Implications for Selection
Despite the prevalence of applicant retesting, much remains unknown about retest effects. Presenters will address conceptual and empirical issues related to candidate retesting, across both cognitive and noncognitive measures and basic and applied research settings. The audience will have an opportunity to participate in discussing implications for selection practice.
John P. Hausknecht, Cornell University, Chair
Deidra J. Schleicher, Purdue University, Chad H. Van Iddekinge, Florida State University, Frederick P. Morgeson, Michigan State University, Michael A. Campion, Purdue University, Demographic Differences in Improvement With Retesting
John P. Hausknecht, Cornell University, Michael J. Howard, Harrah’s Entertainment, Propensity to Retest and Personality Test Practice Effects
Amy C. Hooper, University of Minnesota, Paul R. Sackett, University of Minnesota, Marissa Rootes, University of Minnesota, Jana Rigdon, University of Minnesota, Retaking Personality Measures After Failure: Changes in Scores and Strategies
Jane A. Halpert, DePaul University, Kyle G. Gerjerts, Depaul University, Laura Miller, DePaul University, Marc A. Lukasik, DePaul University, Thomas Fritts, DePaul University, Personality Tests Used for Selection: Practice Effects
Submitted by John Hausknecht, jph42@cornell.edu
272. Symposium/Forum: 1:30 PM–2:50 PM
Continental 7
Leadership Development: Scientist–Practitioner Reports From the Field
This symposium addresses contemporary conceptual issues in leadership development through field research at individual, team, and organizational levels. Three papers report scientist–practitioner collaboration using grounded theory approaches to develop, refine, and preliminarily test questions regarding individual executive adaptability, team shared intent, and the emergence of leadership at the organizational level.
Jeffrey L. Herman, George Mason University, Chair
Gerald F. Goodwin, U.S. Army Research Institute, Chair
Patricia M.G. O’Connor, Center for Creative Leadership, David V. Day, Singapore Management University, Leadership Capacity for Innovation in the Biotech Industry
Gerald F. Goodwin, U.S. Army Research Institute, Kara L. Orvis, Aptima, Lisa Gulick, George Mason University, Tyrone Jefferson, Aptima, Inc., Enhancing Leader Team Adaptability: Validation of a Training Tool
Jeffrey L. Herman, George Mason University, Cathie L. Murensky, Booz Allen Hamilton, Elizabeth A, Conjar, George Mason University, Jean Leslie, Center for Creative
Leadership, Stephen J. Zaccaro, George Mason University, Executives in Transition: Frame Changing Skill for Adaptive Leadership
Cynthia D. McCauley, Center for Creative Leadership, Discussant
Submitted by Jeffrey Herman, jherman@alumni.duke.edu
273. Symposium/Forum: 1:30 PM–2:50 PM
Continental 8
Leadership in Groups and Teams: How and Why It Matters
Although teams are a popular way to design work, many questions remain about how to best lead teams. This symposium presents diverse empirical research that identifies effective leadership structures and the processes that explain how leaders influence their followers, particularly when followers work in teams.
Frederick P. Morgeson, Michigan State University, Chair
David T. Wagner, Michigan State University, Chair
Larisa Belau, DePaul University, Suzanne T. Bell, DePaul University, Andrea Briggs, DePaul University, Effects of Assigned, Rotated, and Emergent Leadership on Team Performance
Paul E. Tesluk, University of Maryland, Suzanne Edinger, University of Maryland, John E. Mathieu, University of Connecticut, Michael Kukenberger, University of Connecticut, Charlotte R. Gerstner, Personnel Decisions International, Social Capital in Teams: Team Leadership, Peer Networks, and Performance
David T. Wagner, Michigan State University, Remus Ilies, Michigan State University, Frederick P. Morgeson, Michigan State University, Transformational Leadership of Teams: Understanding Affective, Motivational, and Performance Outcomes
Bradley Kirkman, Texas A&M University, Gilad Chen, University of Maryland, Jiing-Lih (Larry) Farh, Hong Kong University of Science and Technology, Zhen Xiong Chen, Australian National University, Kevin B. Lowe, University of North Carolina-Greensboro, Bor-Shiuan Cheng, National Taiwan University, Power Distance and Reactions to Transformational Leaders: Cross-Cultural Examination
Stephen J. Zaccaro, George Mason University, Discussant
Submitted by David Wagner, WagnerD@bus.msu.edu
274. Panel Discussion: 1:30 PM–2:50 PM
Continental 9
Applicant-Faking Behavior Through the Practitioner’s Lens
Although personality measures have become a staple in selection procedures, concerns about applicant faking persist. The invited group of expert practitioner panelists will discuss how faking research has impacted their practice and how faking researchers can focus their studies to address the needs of selection professionals and clients.
Richard L. Griffith, Florida Institute of Technology, Chair
Scott C. Erker, DDI, Panelist
Matthew O’Connell, Select International, Panelist
Richard T. Cober, Marriott International, Panelist
Amanda Evans, PreVisor, Panelist
Joyce C. Hogan, Hogan Assessment Systems, Panelist
Submitted by Richard Griffith, griffith@fit.edu
275. Interactive Posters: 1:30 PM–2:20 PM
Executive Board Room
Stop Being so Sensitive: Social Undermining and Aggression
Jim Diefendorff, University of Akron, Facilitator
275-1 The Factor Structure of Supervisor and Coworker Social Undermining
This research clarifies the dimensionality of social undermining in the workplace. Consistent with the conceptual definition of social undermining, factor analyses of perpetrator specific behaviors verified that social undermining consists of 2 factors: Interpersonal Hostility and Interpersonal Obstructionism.
David,Birkelbach, St. Mary’s University
Gregory Pool, St. Mary’s University
Submitted by David Birkelbach, genuineche@hotmail.com
275-2 Abusive Supervision: Employees’ Responses to Anger and Frustration
This study examines the role of anger and frustration in affecting the relationship between abusive supervision and workplace deviance and turnover intentions. The results indicate that adverse emotional reactions instigated by abusive supervision are significant predictors of employees’ negative responses.
Vivien K G. Lim, National University of Singapore
Paraskevi Christoforou, National University of Singapore
Submitted by Paraskevi Christoforou, christoforou@nus.edu.sg
275-3 Consequences of Social Undermining and Support: A Meta-Analysis
Relatively little scientific investigation comparing the effects of social undermining and support exist. This study employs meta-analysis to cumulate and contrast consequences of undermining and support. Comparative meta-analytic findings suggest a need to formulate more complex theoretical frameworks to understand these phenomenon.
Atul Mitra, University of Northern Iowa
Michelle Duffy, University of Minnesota
Matthew Bowler, Oklahoma State University
Submitted by Michelle Duffy, duffy111@umn.edu
275-4 Relationships Among Supervisor and Coworker Social Undermining and Workplace Retaliation
This research investigates retaliatory behaviors and a perpetrator specific model of social undermining with 2 factors: Interpersonal Hostility and Interpersonal Obstructionism. Results revealed that victims of supervisor undermining retaliated when undermining was obstructing but not when hostile. Victims of coworker undermining retaliated whether the undermining behavior was hostile or obstructing.
Gregory Pool, St. Mary’s University
David Birkelbach, St. Mary’s University
Submitted by Gregory Pool, gpool@stmarytx.edu
276. Community of Interest: 1:30 PM–2:50 PM
Franciscan A
Leadership Talent Management
Robert B. Kaiser, Kaplan DeVries Inc., Host
Robert F. Silzer, Human Resource Assessment & Development, Panelist
277. Special Events: 1:30 PM–2:50 PM
Grand Ballroom A
Connecting Education to Practice
The goal of this session is to present best practice, expert insights, and practical guidance as to how I-O education can better prepare practitioners to successfully enter the workforce and positively impact the profession. Thought leaders will guide the audience through 4 critical areas of I-O education and encourage innovations.
Sara P. Weiner, Kenexa, Chair
John D. Arnold, Polaris Assessment Systems, Presenter
Bruce M. Fisher, Illinois Institute of Technology, Presenter
Richard Moffett, Middle Tennessee State University, Presenter
Allan H. Church, PepsiCo, Presenter
Angela K. Pratt, Procter & Gamble, Presenter
Janet L. Barnes-Farrell, University of Connecticut, Presenter
Joe Colihan, IBM, Presenter
Richard A. Guzzo, Mercer HR Consulting, Presenter
Jennifer Z. Gillespie, Bowling Green State University, Presenter
James L. Outtz, Outtz and Associates, Presenter
Walter C. Borman, Personnel Decisions Research Institutes and University of South Florida, Presenter
278. Poster Session: 1:30 PM–2:50 PM
Grand Ballroom B
Leadership
278-1 Using Cases as a Proxy for Experience in Leadership Development
This study examines the role of group discussion, guidance, and case detail on a case-based approach to developing leadership. Results suggest that discussion combined with no guidance in the questions is beneficial to learning. Instructional designers should also balance the number of cases with the amount of information in them.
Matthew Allen, University of Oklahoma
Shane Connelly, University of Oklahoma
Submitted by Matthew Allen, mattallen@ou.edu
278-2 Effects of Leader Race and Leader Mistake on Patronizing Behaviors
Using experimental methods, this study found that under conditions of mistakes, Black and White managers are given similar nonzero-sum behaviors (i.e., leader evaluations) but are not given the same zero-sum resources (i.e., salary assignment).
Sarah Singletary, Rice University
Juan Madera, Rice University
Michelle (Mikki) Hebl, Rice University
Submitted by Sarah Singletary, sarahlbs@rice.edu
278-3 An Investigation of U.S. Presidents’ Metaphor Use During Conflict
Metaphors used in oral communication provide leaders with a tool to quickly convey complicated concepts to their followers. The intent of this study was to examine the differences in metaphor usage in State of the Union Addresses based on leader style, power orientation, and era.
Dawn Eubanks, University of Oklahoma
Amanda Angie, University of Oklahoma
Laura Martin, University of Oklahoma
Josh Davis, University of Oklahoma
Andrew Vert, University of Oklahoma
Submitted by Amanda Angie, aangie@psychology.ou.edu
278-4 An Examination of High-Level Leader–Leader Interactions
Relatively little is known regarding how leaders interact or work together. Given the importance of such questions, especially when considering leaders who have the potential to influence organizational developments, the intent of this study was to examine the leader–leader relationships of charismatic, ideological, and pragmatic
leaders.
Katrina Bedell Avers, University of Oklahoma
Sam Hunter, The Pennsylvania State University
Amanda Angie, University of Oklahoma
Dawn,Eubanks, University of Oklahoma
Michael Mumford, University of Oklahoma
Submitted by Katrina Bedell Avers, kbedell@psychology.ou.edu
278-5 Invisible Leadership: Gender, Emotional Intelligence, and Performance and Potential Ratings
The impact of gender and emotional intelligence competencies on assessments of leadership performance and potential was studied. For men, results showed positive relationships between working with others competencies and performance, and between leading others’ competencies and potential ratings; yet, for women these relationships were negative. Implications are discussed.
Margaret M. Hopkins, University of Toledo
Alison Broadfoot, Bowling Green State University
Deborah A. O’Neil, Bowling Green State University
Diana Bilimoria, Case Western Reserve University
Submitted by Alison Broadfoot, balison@bgnet.bgsu.edu
278-6 A Qualitative Meta-Analysis of Leader Performance
Leadership is widely studied across many domains including psychology, management,
and sociology. This paper reviewed how various disciplines define and measure leader performance, looking for commonalities and gaps. A taxonomy of leader performance is presented, followed by the results of a qualitative meta-analysis of multiple disciplines’ conceptualizations of leader performance.
Rebecca Fraser, The George Washington University
Johnathan Nelson, The George Mason University
Jessica Deares, The George Washington University
Stephen Zaccaro, The George Mason University
Submitted by David Costanza, dcostanz@gwu.edu
278-7 The Role of Charismatic and Autocratic Leadership on Organizational Commitment
This study examined the effect of leadership style (charismatic, noncharismatic, or autocratic) on organizational commitment (affective and continuance). Leadership was manipulated using a vignette describing a hypothetical leader. Results indicated that employees showed greater affective and continuance commitment when working with a charismatic leader than an autocratic or noncharismatic leader.
Amanda Yancey, LASD
Ayse Nurcan Ensari, Alliant International University
Submitted by Ayse Nurcan Ensari, nensari@hotmail.com
278-8 Criticism and the Reactions of Outstanding Leaders and Their Followers
High-level leaders frequently face criticism. Their responses to these criticisms can not only affect the reaction of their followers but also their successful resolution of the topic being contested. The intent of this study was to examine leader and follower reactions to different types of criticisms.
Dawn Eubanks, University of Oklahoma
Tamara Friedrich, University of Oklahoma
Lauren Blackwell, University of Oklahoma
Alison Antes, University of Oklahoma
Jared Caughron, University of Oklahoma
Michael Mumford, University of Oklahoma
Submitted by Dawn Eubanks, deubanks@psychology.ou.edu
278-9 Personality and Transformational Leadership: An Empirical Study in China
This study, conducted in China, examines how leader’s personality traits relate to subordinate-rated transformational leadership behavior and, in turn, several subordinate outcomes. Chinese cultural characteristics were used to develop research hypotheses. Results showed that Conscientiousness and Extraversion were the 2 significant
predictors of transformational leadership.
Hui Meng, East China Normal University
Jinyan Fan, Hofstra University
Ruijian Zhang, Sun Yet-Sen University
Submitted by Jinyan Fan, fanjinyan@yahoo.com
278-10 Reexamination of the Joint Relationship of Leader Consideration and Structure
This paper investigated the joint relationship between consideration and structure with leaders’ performance in attaining people-oriented and task-based goals. These relationships were examined using ratings from 2 administrations of a multisource feedback system (developmental and administrative purposes) and based on 3 perspectives of raters (supervisor, self, and peers/subordinates).
Tamara Giluk, University of Iowa
Ryan Zimmerman, Texas A&M University
Michael Mount, University of Iowa
Maynard Goff, Personnel Decisions International
Submitted by Tamara Giluk, giluktam@yahoo.com
278-11 Leadership, Employee Well-Being, and Organizational Citizenship Behaviors
This study examined consideration and initiating structure leadership behaviors and employee well-being as predictors of organizational citizenship behaviors (OCBs). It was found that leadership is especially predictive of OCBs when employee well-being is high, indicating that leadership may potentiate the effects of employee well-being.
Tiffany Greene-Shortridge, Clemson University
Thomas Britt, Clemson University
Eric McKibben, Clemson University
Heather Odle-Dusseau, Clemson University
Hailey Herleman, Clemson University
Submitted by Tiffany Greene-Shortridge, tmgreen@clemson.edu
278-12 Follower Characteristics and Leadership Preferences
Although objective evidence exists to champion 1 leadership style over another, this study suggests that follower characteristics play an important role in determining leader attractiveness. Followers’ preferences for leadership were a function of, and interaction between, leader–follower similarity and follower self-worth.
Colette Hoption, Queen’s University
Julian Barling, Queen’s University
Submitted by Colette Hoption, choption@business.queensu.ca
278-13 Impact of Context on Charismatic, Ideological, and Pragmatic Leaders
To investigate a new model of outstanding leadership comprised of charismatic, ideological, and pragmatic leaders, an experiment was conducted using a computerized leadership simulation. Two contextual influences were investigated: situation-framing and complexity. Results indicate that leader type and situational factors significantly impacted task and creative performance.
Brandon Vessey, University of Oklahoma
Katrina Bedell Avers, University of Oklahoma
Sam Hunter, Penn State University
Submitted by Sam Hunter, samhunter@psu.edu
278-14 Executive and Senior Leader Development: A Best Practices Review
For many organizations, internal executive development programs represent the best and most viable solution to meeting their executive talent needs. Although considerable time and resources are spent on executive development programs, many of these initiatives produce mixed results. This review examines the best practices that differentiate successful from unsuccessful programs.
Michael Ingerick, HumRRO
Beverly Dugan, HumRRO
Joseph Caramagno, HumRRO
Jennifer Foil, ROI Institute
Mimika Maloutas , HumRRO
Submitted by Michael Ingerick, mingerick@humrro.org
278-15 Ethical Leadership at Work Questionnaire (ELW): Development and Validation
This paper reports the development of a questionnaire for measuring multiple dimensions of ethical leadership, including fairness, consistency, ethical guidance, consideration, power sharing, role clarification, and concern for sustainability. In separate studies, 226 employees and 141 manager–subordinate dyads filled out questionnaires. Analyses revealed sound reliability and construct and discriminant validity.
Deanne Den Hartog, University of Amsterdam
Annebel de Hoogh, University of Amsterdam
Submitted by Karianne Kalshoven, k.kalshoven@uva.nl
278-16 Toward an Integration of Leadership Theories
Evidence is presented regarding the relationships among transformational leadership, initiating structure, and consideration. Furthermore, it is contended that the behaviors involved in transformational leadership are fundamentally the same behaviors that are involved in consideration, and evidence is offered for this contention using correlations and confirmatory factor analysis.
Michael Kemp, Central Michigan University
Terry Beehr, Central Michigan University
Neil Christiansen, Central Michigan University
Kevin Love, Central Michigan University
Submitted by Michael Kemp, kemp1mr@cmich.edu
278-17 Leadership Influence Processes Across Levels in Knowledge-Based Organizations
The role of leaders in knowledge-based organizations is to effectively manage various knowledge management activities. In line with this view, this paper conceptually presents how transformational leaders can impact organizational innovation as an outcome of effective knowledge management, focusing on the leadership influence processes across organizational and individual levels.
Jung Hwan Kim, State University of New York, Binghamton
Submitted by Jung Hwan Kim, jhkim@binghamton.edu
278-18 Effects of Power-Based Leadership on Innovative Behaviors at Work
The study develops a model that explains how selected power bases used by a superior affect a middle manager’s innovation-related cognitions, behaviors, and innovation-blocking behaviors. Results of the study confirm the hypotheses on the differential effects of the wielded power bases in the context of innovation.
Diana Krause, University of Western Ontario
Submitted by Diana Krause, dkrause2@uwo.ca
278-19 The Power Sharing Paradox: Participative Charismatic Leaders and Subordinate Dependency
Relations between perceived job outcomes, charismatic/participative leadership, and need for leadership were investigated using South Pacific CEO’s and top-level management teams. Results indicated that charismatic leadership mediates the relations between job outcomes and leadership need. Additionally, subordinates of these leaders need more leadership from their CEOs.
Reinout E. de Vries, VU University Amsterdam
Anthony Paquin, Western Kentucky University
Raghuvar D. Pathak, The University of the South Pacific
Submitted by Anthony Paquin, tony.paquin@wku.edu
278-20 Exploring Charismatic Leadership: A Test of Self-Concept Theory
This study tests an existing model of how charismatic leaders motivate individuals through enacting self-concept mechanisms. Presidential speeches were coded for messages proposed to enact these mechanisms. Message counts were compared to charismatic leadership ratings. Findings suggest that charismatic leaders deliver more collectivist and distal goals messages.
Michael Rossi, University of South Florida
Kristen Shockley, University of South Florida
Dan Ispas, University of South Florida
Kevin Loo, University of South Florida
Kristin Saboe, University of South Florida
Neha Singla, University of South Florida
Frederick Stilson, University of South Florida
Submitted by Michael Rossi, michael.e.rossi@excite.com
278-21 Power and Leader Self-Allocations: Can Powerless Leaders Also Be Corrupt?
This paper examined how power influences leader self-allocations out of a shared resource pool. It proposes that power interacts with leader relative performance-evaluations vis-à-vis followers in predicting leader self-allocations. An experimental and a survey study showed that low-power leaders claimed more or less resources than high-power leaders, contingent on their relative performance.
Diana Rus, Erasmus University Rotterdam
Daan van Knippenberg, Erasmus University Rotterdam
Barbara van Knippenberg, Free University Amsterdam
Submitted by Diana Rus, drus@rsm.nl
278-22 Using Network Analysis to Investigate the Structure of Leadership Schemas
Using the information processing perspective to understand leadership phenomena, this paper uses social network analytic techniques to operationalize and investigate cognitive schemas as networks of leadership attributes. Support was found for the hypotheses that understanding schema structure, rather than just schema content, improves our ability to predict ratings of leaders.
Andrew Schmidt, University of Maryland
Paul Hanges, University of Maryland
Submitted by Andrew Schmidt, aschmidt@psyc.umd.edu
278-23 Why They Don’t See Eye-to-Eye: Meta-Analytically Examining LMX Agreement
Research has shown poor convergence among leaders and subordinates in leader–member exchange (LMX) ratings. This study explored what might account for the poor agreement. Longer relationship tenure, smaller spans of control, affectively oriented relationship dimensions, ad hoc sampling techniques, and published studies showed the highest levels of agreement.
Hock-Peng Sin, Michigan State University
Jennifer Nahrgang, Michigan State University
Frederick Morgeson, Michigan State University
Submitted by Hock-Peng Sin, hpsin@bus.msu.edu
278-24 Fortune Favors the Bold? Vision Rhetoric in Times of Crisis
This study shows that leaders that emphasize reaching gains despite the risks involved are deemed more competent than leaders that emphasize avoiding losses due to the risks involved in times of crisis because their visions are perceived to be more inspirational, but the reverse is true in times of prosperity.
Daan Stam, Erasmus University
Daan van Knippenberg, Erasmus University Rotterdam
Barbara van Knippenberg, Free University Amsterdam
Submitted by Daan Stam, dstam@rsm.nl
278-25 Leader Behaviors as Predictors of Innovative Climate in Virtual Teams
Leaders in new roles face a challenging, changing environment, particularly those who lead virtual teams. Using 562 ratings of 98 leaders, it was found that leaders’ execution behaviors resulted in better performance in their new role and a stronger team climate for innovation. Implications for researchers and practitioners are discussed.
Cathleen Swody, Leadership Research Institute
Steven Rumery, Leadership Research Institute
Stephen Lambert, Pfizer Inc.
Submitted by Cathleen Swody, Cathy.Swody@lri.com
278-26 Examining the Effects of Authentic Leadership Behavior Using 360 Assessments
Authentic leadership is gaining both popularity and notoriety in the leadership literature; however, little research exists that examines this concept in an organizational setting. In this study, authentic leadership behaviors were related to the leader’s ability to handle pressure and influence others, along with overall ratings of leadership excellence.
Matthew Tuttle, University of South Florida
Submitted by Matthew Tuttle, mtuttle2@mail.usf.edu
278-27 When Positive and Negative Leader Affective Displays Benefit Follower Performance
We investigated when positive and negative leader affective displays benefit follower performance, for different tasks. Results showed that participants with a leader displaying happiness performed better on a creative (drawing) than an analytical (sudoku) task. Participants with a leader displaying sadness performed better on the analytical than the creative task.
Victoria Visser, RSM, Erasmus University Rotterdam
Daan van Knippenberg, Erasmus University Rotterdam
Gerben van Kleef, University of Amsterdam
Barbara van Knippenberg, Free University Amsterdam
Submitted by Victoria Visser, vvisser@rsm.nl
278-28 Effects of GMA and LMX on Task and Contextual Performance
The authors explored the joint effects of general mental ability and the relational effectiveness of the supervisor (operationalized as the supervisor’s mean leader–member exchange score) on both task performance and job dedication. The results indicated that their joint effects were interactive on job dedication but not task
performance.
Ari Malka, University of Houston
L. Witt, University of Houston
Emily David, University of Houston
Evan Weinberger, University of Houston
Submitted by L. Witt, witt@uh.edu
278-29 Authentic Leadership: An Integrative Definition and Attribute Profile
In this conceptual piece, authentic leadership theory is reviewed. Based on a review of the literature, (a) an integrative definition of authentic leadership is proposed, and (b) an authentic leader attribute profile is presented. Directions for future research are discussed.
Gabrielle Wood, Christopher Newport University
Stephen Zaccaro, George Mason University
Michael Matthews, United States Military Academy
Submitted by Gabrielle Wood, gmwood1@gmail.com
278-30 Need for Achievement and Leader Effectiveness: A Meta-Analysis
This meta-analysis examines the relationship between need for achievement and leader effectiveness. The definition and measurement of both concepts are examined in depth. Studies assessing achievement in relation to leader effectiveness were analyzed. Results indicate that high need for achievement will result in higher levels of leader effectiveness.
Kara Argus, Clemson University
Mark Zajack, Clemson University
Submitted by Mark Zajack, zajack@clemson.edu
278-31 Authentic Transformational Leadership and Follower Moral Decision Making
Results from a true field experiment revealed that authentic transformational leadership behavior has a positive effect on follower moral identity and follower moral decision making. Results revealed that follower moral identity mediated and moral intensity moderated the effect of authentic transformational leadership behavior on follower moral decision making.
Bruce Avolio, University of Nebraska
Fred Walumbwa, Arizona State University
Submitted by Weichun Zhu, weichun.zhu@cmc.edu
278-32 Leader–Member Exchange and Work–Family Interactions: The Mediating Role of Stress
This paper examines the relationship between leader–member exchange (LMX) relationships, and work–family conflict/facilitation (WFC, WFF), and considers the mediating role of challenge- and hindrance-related stressors. Data from 2 samples partially supported hypotheses linking components of LMX and WFC/WFF, revealing the mediating role of hindrance-related stress in the LMX-WFC/WFF relationship.
Satoris Youngcourt, Kansas State University
Ann Huffman, Northern Arizona University
Rachel Alden-Anderson, University of Wisconsin-River Falls
William Weyhrauch, Kansas State University
Travis Tubre’, University of Wisconsin-River Falls
Submitted by Satoris Youngcourt, toriy@ksu.edu
279. Symposium/Forum: 1:30 PM–2:50 PM
Imperial B
Beyond the Numbers: Engaging Corporate Leaders in Employee Research Findings
Survey practitioners from 3 organizations discuss the results of employee research programs and their efforts to engage leaders in understanding and applying research insights. Concrete steps to gain leadership attention and explain findings and implications are presented, with the purpose of identifying best practices applicable across organizations.
Kelly R. Harkcom, Towers Perrin-ISR, Chair
Alison D. Jerden, The Coca-Cola Company, Linkage Research in Organizations: It’s Not Just for Zebras
Maren Trader, Chevron Corporation, Influencing Employee Engagement Through Leader Behavior
Albert Siu, Boston Scientific, Unpacking Leadership Event Sequences Through Critical Incident Interviews
Patrick Kulesa, Towers Perrin-ISR, Discussant
Submitted by Kelly Harkcom, kelly.harkcom@isrinsight.com
280. Symposium/Forum: 1:30 PM–2:50 PM
Yosemite A
Implementing New Technology Into Different Organizations’ Selection Systems
As we continue to move further into a technology-driven world, more and more global organizations are implementing new technology into their selection processes. Industry I-O practitioners discuss what it takes to implement new technology, provide tips, and share rewards gained by utilizing advanced selection systems.
Anna M. Safran, HRMC, Chair
Mark H. Ludwick, Wachovia Corporation, Laura Baranowski, Wachovia Corporation, Integrating Stakeholder Input Into Your Selection Technology Projects
Kari Bruursema, Verizon Wireless, Adam Shoemaker, University of South Florida, Development and Implementation of an Online, Unproctored Assessment
Laura Mastrangelo, Frito-Lay North America, Transitioning Into an Online Selection Process and the Journey Continues…
Charles A. Handler, Rocket-Hire, Trends in Employee Selection–Expectations for the Near Future
Submitted by Anna Safran, asafran@hrmc.com
281. Symposium/Forum: 1:30 PM–2:50 PM
Yosemite B
The Role of Employer Image on Recruitment Processes and Outcomes
Employer image is a key predictor of important recruitment outcomes. The papers in this symposium adopt varying operationalizations of employer image, present data collected across a variety of contexts, and offer unique insights into the role of employer image on recruitment processes and outcomes.
Crystal M. Harold, Indiana University-Purdue University Indianapolis, Chair
Greet Van Hoye, Ghent University, Social Influence: A Dyadic Study of Organizational Image and Attractiveness
Edgar Kausel, University of Arizona, Jerel E. Slaughter, University of Arizona, Predicting Organizational Attractiveness: The Importance of Narrow Personality Traits
Zachary J. Steiner, Indiana University-Purdue University Indianapolis, Crystal M. Harold, Indiana University-Purdue University Indianapolis, Is Image Malleable? Effects of Publicity on Image and Attractiveness
Brian R. Dineen, University of Kentucky, Ian Williamson, Melbourne Business School, Effects of Environmental and Organizational Attributes on Recruitment Message Orientation
Daniel B. Turban, University of Missouri, Discussant
Submitted by Crystal Harold, charold@iupui.edu
282. Symposium/Forum: 1:30 PM–2:50 PM
Yosemite C
Comparing Empirical Keying Methods
Empirically keyed instruments traditionally offer high utility. However, empirical keying methods have not been extensively compared. This symposium presents 3 papers comparing empirical keying methodologies and offers some advice to practitioners about conditions under which practitioners might favor one methodology over another.
Alan D. Mead, Illinois Institute of Technology, Chair
William L. Farmer, FedEx Express, Biodata Keying: Impacts of Scaling Method, Sample Size, and Criterion
Mark W. Tawney, Illinois Institute of Technology, Alan D. Mead, Illinois Institute of Technology, Arlene P. Green, Frito-Lay, Inc, Emily G. Solberg, Valtera, Empirical Keying of Personality-Oriented Data: Development and Comparison of Methods
Alan D. Mead, Illinois Institute of Technology, A Comparison of K-Fold and Leave-One-Out Cross-Validation of Empirical Keys
Craig J. Russell, University of Oklahoma, Discussant
Submitted by Alan Mead, mead@iit.edu
283. Special Events: 2:00 PM–2:50 PM
Continental 3
Distinguished Early Career Contributions Award Winner Motivation in and of Teams: A Multilevel Journey
The proliferation of teams in organizations necessitates better understanding of work motivation as multilevel phenomena involving individuals as well as teams. This presentation will delineate a multilevel theory of motivation in and of teams (Chen & Kanfer, 2006) and summarize a program of research supporting various components of the theory.
Richard J. Klimoski, George Mason University, Chair
Gilad Chen, University of Maryland, Presenter
284. Symposium/Forum: 2:00 PM–2:50 PM
Continental 4
Stigmatized in the Workplace: Perceived Stereotypes Are Just the Beginning
LGBT issues in the workplace are an important, yet relatively unexplored topic in the literature. This symposium consists of presentations examining workplace issues relevant to LGBT employees, including stereotypes, employee attitudes, and gender differences. We attempt to create greater understanding of LGBT employees’ unique workplace experiences.
Heather Graham, Batrus Hollweg International, Autumn Zwick, University of Texas at Arlington, Stephanie Church, University of Texas at Arlington, Mark C. Frame, University of Texas at Arlington, Jared Kenworthy, University of Texas at Arlington, The Affects of Disclosure of Stigmatized Status on Homophobia
Shawn DelDuco, Sirota Survey Intelligence, Justin G. Black, Baruch College, City University of New York, Acceptance and Inclusion in the Workplace: Experiences of LGBT Employees
Frank Golem, Teachers College, Benjamin E. Liberman, Columbia University, Think Managers, Think Male, Stereotypes of Gay and Lesbian Managers
Walter Reichman, Sirota Survey Intelligence, Discussant
Submitted by Walter Reichman, walter_reichman@baruch.cuny.edu
285. Symposium/Forum: 2:00 PM–2:50 PM
Franciscan C
Rethinking the Concept of Culture for Use in Organizational Psychology
Recent criticisms have arisen with regard to how culture is commonly construed and measured in organizational research. This symposium offers new insights into how culture can be better defined and measured so as to more accurately capture the nature of individual and group-level cultural differences.
Jennifer Klafehn, University of Illinois at Urbana-Champaign, Chair
Chi-Yue Chiu, University of Illinois at Urbana-Champaign, Chair
Garriy Shteynberg, University of Maryland, Michele J. Gelfand, University of Maryland, Kibum Kim, Sungkyunkwan University, Culture and the Explanatory Power of Descriptive Norms
Xi Zou, Columbia University, Michael Morris, Columbia University, Chi-Yue Chiu, University of Illinois at Urbana-Champaign, The Influence of Perceived Ingroup Values on Social Cognition
Jennifer Klafehn, University of Illinois at Urbana-Champaign, Louis Tay, University of Illinois at Urbana-Champaign, Chi-Yue Chiu, University of Illinois at Urbana-Champaign, Motivation Profiles: A New Way to Conceptualize and Measure Culture
Submitted by Jennifer Klafehn, klafehn2@uiuc.edu
286. Symposium/Forum: 3:30 PM–4:20 PM
Continental 7
Predicting and Developing Leader Social Awareness and Influence
A theoretical model of leadership social awareness and influence is presented followed by a combination of empirical and applied papers that examine methods for predicting, measuring, and developing leader influence skills. Results and implications of these studies are discussed, with particular emphasis on their implications for training leaders.
Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Chair
Timothy P. McGonigle, ICF International, Chair
Erin Swartout, PDRI, Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Courtney L. Morewitz, GWU/PDRI, Timothy P. McGonigle, ICF International, Cody Martin, ICF International, Sena Garven, U.S. Army Research Institute, Developing Leader Social Awareness and Influence in the Classroom
Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Lisa Lutz, Solutions for Information Design, Thomas Caldwell, Solutions for Information Design, Erin
Swartout, PDRI, Michael T. Ford, George Mason University, Johnathan Nelson, George Mason University, Lindsey Firme, Personnel Decisions Research Institutes, Inc., Kevin Smith, George Mason University, Web-Based Assessment and Development of Social Awareness and Influence
Timothy P. McGonigle, ICF International, Carolyn M. Parish, Caliber, an ICF International Company, Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Erin Swartout, PDRI, Sena Garven, U.S. Army Research Institute, Individual Difference Predictors of Leader Influence Success
Submitted by Rose Mueller-Hanson, rose.hanson@pdri.com
287. Symposium/Forum: 3:30 PM–4:20 PM
Continental 8
Transforming Leadership Through Talent Development Programs
This forum focuses on the collaborative efforts between Collective Brands, Inc. and Development Dimensions International in addressing the increasing leadership challenges facing organizations today.
Kevin W. Cook, Development Dimensions International, Chair
Charles Gerhold, Hudson Highland Group, Chair
Terrance W. Gaylord, Payless ShoeSource, Transforming Leadership Through the Development of Talent Management Initiatives
Alan G. Frost, Darden Restaurants, Transforming Leadership Through the Development of an Agile “Learning Organization”
Lyse Wells, Payless ShoeSource, Practical Strategies for Building Talent and Bench Strength
Submitted by Terrance Gaylord, terry_gaylord@payless.com
288. Symposium/Forum: 3:30 PM–4:20 PM
Continental 9
Practical Considerations and Future Directions in Job Analysis and Specification
As the cornerstone of a plethora of I-O interventions, job analysis and specification are critical to creating effective systems that provide value to the organizations they are created for. This symposium will present research on practical considerations, efficacy of various techniques, and future trends in job analysis.
Christine Murphy, Taleo, Chair
Charles A. Handler, Rocket-Hire, The Role of Job Analytics in Productization of Preemployment Assessment
Corinne D. Mason, Development Dimensions International, Lilly Lin, Development Dimensions International, Applying Streamlined Job Analysis Procedures to Selection System Design
Christine Murphy, Taleo, Nathan J. Mondragon, Taleo, Lisa Kobe Cross, Taleo, D. Apryl Rogers Brodersen, Metropolitan State College of Denver, An Examination of Holistic and Decomposed Ratings for Job Specification
Robert J. Harvey, Virginia Tech, Discussant
Submitted by Christine Murphy, Christine.Murphy2007@yahoo.com
289. Special Events: 3:30 PM–4:20 PM
Franciscan A
Frontier Series Team Effectiveness in Complex Organizations: Cross-Disciplinary Perspectives and Approaches
The purpose of this panel presentation is to present the forthcoming new SIOP Frontier Series book, Team Effectiveness in Complex Organizations: Cross-Disciplinary Perspectives and Approaches. Salas will provide an introduction to the book. Several chapter authors will then discuss their contributions and recommendations for future research.
Gerald F. Goodwin, U.S. Army Research Institute, Chair
Eduardo Salas, University of Central Florida, Chair
Robert D. Pritchard, University of Central Florida, Chair
Joan R. Rentsch, University of Tennessee, Presenter
Leslie A. DeChurch, University of Central Florida, Presenter
Andrew J. Slaughter, Texas A&M University, Presenter
Susan Mohammed, Pennsylvania State University, Presenter
David W. Dorsey, Personnel Decisions Research Institutes, Presenter
Steve W. J. Kozlowski, Michigan State University, Presenter
C. Shawn Burke, University of Central Florida, Presenter
290. Symposium/Forum: 3:30 PM–4:20 PM
Franciscan B
Multilevel and Multiperspective Research in Leader–Member Exchange
Leader–member exchange theory deserves examination from multiple perspectives and multiple levels. Ample research establishes the value of LMX for members, but benefits for leaders and context effects have been ignored. This symposium provides realistic LMX models to inform practice and seeks for practice to inform future theory.
Debra A. Major, Old Dominion University, Chair
Kurt L. Oborn, Old Dominion University, Chair
Kelly M. Schwind, Michigan State University, Hock-Peng Sin, Michigan State University,
Donald Conlon, Michigan State University, Leader–Member Exchange and Leader Outcomes
Kurt L. Oborn, Old Dominion University, Debra A. Major, Old Dominion University, A Multilevel Model of LMX and Work–Family Conflict
Stephen Harmon, Michigan State University, Linn Van Dyne, Michigan State University, Targeted Role-Making: A New Perspective on LMX With Group-Level Implications
Talya N. Bauer, Portland State University, Discussant
Submitted by Kurt Oborn, koborn@odu.edu
291. Panel Discussion: 3:30 PM–4:20 PM
Franciscan C
SJTs Aren’t Just for Selection: Use in Development and Training
Situational judgment tests (SJTs) are typically used to select employees; however, researchers have suggested SJTs can be used to enhance training and development activities. Specifically, SJTs can be used to assess skills, identify developmental activities, and evaluate training. Panelists will discuss their experiences using SJTs developmentally.
Mary L. Doherty, Valtera, Chair
Arlene P. Green, Frito-Lay, Inc, Panelist
Neil M. A. Hauenstein, Virginia Tech, Panelist
Catherine C. Maraist, Valtera, Panelist
Damian J. Stelly, JCPenney, Panelist
Submitted by Mary Doherty, mdoherty@valtera.com
292. Special Events: 3:30 PM–4:20 PM
Grand Ballroom A
The Future of I-O Education: Theme Track Integration and Open Forum
This session’s goal is to integrate themes and open issues that have emerged across the track and provide an open forum for discussion. A moderator will facilitate discussion with an expert panel regarding key themes, challenges, and next steps that were identified during the day’s sessions.
Michelle (Mikki) Hebl, Rice University, Moderator
Stephen D. Steinhaus, HR Alignment Consulting, Ltd., Chair
Benjamin Schneider, Valtera, Presenter
Steven G. Rogelberg, University of North Carolina Charlotte, Presenter
Gary P. Latham, University of Toronto, Presenter
Laura L. Koppes, University of West Florida, Presenter
Kevin R. Murphy, Pennsylvania State University, Presenter
Richard J. Klimoski, George Mason University, Presenter
William H. Macey, Valtera, Presenter
Sandra O. Davis, MDA Leadership Consulting, Presenter
293. Panel Discussion: 3:30 PM–4:20 PM
Imperial A
Getting Your Feet Wet: Master’s and Undergraduate Internship Experiences
Panel members, representing more than a century of experience with I-O internships, will interactively discuss locating sites for internships, ensuring the experience is appropriate, faculty and on-site supervision of interns, student and organizational host responsibilities, the role of student competencies in internships, and issues with evaluation of student performance.
Elizabeth L. Shoenfelt, Western Kentucky University, Chair
Nancy J. Stone, Creighton University, Panelist
Susan A. Walker, FedEx Freight, Panelist
Janet L. Kottke, California State University-San Bernardino, Panelist
Scott Shadrick, ARI-Fort Knox Research Unit, Panelist
Richard Moffett, Middle Tennessee State University, Panelist
Submitted by Elizabeth Shoenfelt, betsy.shoenfelt@wku.edu
294. Symposium/Forum: 3:30 PM–4:20 PM
Imperial B
Employee Retention: Fighting the War for Talent
Employee retention is of critical importance due to the tight labor market and aging workforce. Two Fortune 50 companies, The Dow Chemical Company and State Farm Insur-ance, discuss some of the metrics they are using and strategies they are employing surrounding employee retention.
Jennifer H. Frame, Dow Chemical Company, Chair
Misty M. Bennett, Central Michigan University, Chair
Paula S. Radefeld, State Farm Insurance, Kimberly J. LeGro, State Farm Insurance, Retention at State Farm
George Montgomery, Central Michigan University, Misty M. Bennett, Central Michigan University, Jennifer H. Frame, Dow Chemical Company, Employee Retention: Using Metrics to Impact Tools, Policies, and Processes
Submitted by Misty Bennett, tribb1mm@cmich.edu
295. Symposium/Forum: 3:30 PM–4:20 PM
Yosemite A
Regulatory Focus: Understanding Relationships With Individual Differences and Behavior
Regulatory focus theory indicates self-regulation manifests itself in 2 ways, through a promotion and prevention focus. The influence of regulatory focus has been examined in domains such as decision making and creativity. The research presented in this symposium will extend these domains to include perfectionism, metacognition, and job preferences.
Roni Reiter-Palmon, University of Nebraska-Omaha, Chair
Joseph M. James, University of Nebraska-Omaha, Chair
Lindsay A. Bousman, Starbucks Coffee Company, Roni Reiter-Palmon, University of
Nebraska-Omaha, Perfectionism and Regulatory Focus: What Do They Share in Common?
Joseph M. James, University of Nebraska, Omaha, Anne E Herman, University of Nebraska-Omaha, Kenexa, Roni Reiter-Palmon, University of Nebraska-Omaha, Regulatory Focus and Metacognition
James N Kurtessis, George Mason University, Tine Koehler, George Mason University, Modeling the Relationship Between Regulatory Focus and Job Preferences
Loren J. Naidoo, Baruch College, CUNY, Discussant
Submitted by Roni Reiter-Palmon, rreiter-palmon@mail.unomaha.edu
296. Symposium/Forum: 3:30 PM–4:20 PM
Yosemite B
Innovative Use of Survey Data for Organizational Change and Restructuring
The culture of an organization is vital to its long-term effectiveness and is particularly relevant for any large-scale change efforts such as an internal realignment, a change in strategy, or merger. The cases presented here highlight best practices and lessons learned in leveraging corporate culture for organizational change.
Michael A. Gillespie, Denison Consulting, Chair
Bryan Adkins, Denison Consulting, Culture Integration—A Qualitative Perspective
Davina Fernholtz, eHarmony, Inc., Lynne M. Waldera, InMomentum, Inc., A Performance–Culture Measurement System
Lindsey M. Kotrba, Denison Consulting, Daniel R. Denison, International Institute for Management Development, Translating Survey Results Into Action
Kevin G. Love, Central Michigan University, The Strategic Realignment of the Michigan State Police
Submitted by Michael Gillespie, mgillespie@denisonculture.com
297. Symposium/Forum: 3:30 PM–4:20 PM
Yosemite C
Structural and Individual Predictors of OCB and CWB
Extending research on predictors of employee performance, this symposium examines both structural and individual predictors related to OCB and CWB. By exploring factors related to organizational control, rewards, gender, self-control, and attribution style, this set of papers broadens understanding of individual and contextual antecedents of critical workplace behaviors.
Jaclyn Jensen, George Washington University, Chair
Jaclyn Jensen, George Washington University, Jane O’Reilly, Queen’s University, Jana L. Raver, Queen’s University, Influencing OCB and CWB Through Organizational Control and Performance Monitoring
Johnathan Nelson, George Mason University, Whitney E. Botsford, George Mason University, Eden B. King, George Mason University, Letting Boys Be Boys: Reactions to Men’s and Women’s CWB
Lynda Villanueva, Brazosport College, Lisa M. Penney, University of Houston, Examining the Role of Self-Control in the Prediction of CWB
Rebecca J. Bennett, Louisiana Tech University, Discussant
Submitted by Jaclyn Jensen, jmn1@gwu.edu
298. Special Events: 4:30 PM–5:20 PM
Continental 1 to 6
Closing Conference Plenary
Anthony Rucci will present a keynote address, “I-O Psychology’s Core Purpose: Where Science and Practice Meet” drawing upon his 25 years of experience as executive officer of three international companies and a distinguished academic career.
Gary Latham will be introduced as SIOP’s new president and will present his overarching goal for increasing the visibility of I-O psychologists in the public domain and his 2 specific goals regarding (a) collaboration with EAWOP and IAAP, and the HR Division of the Academy of Management to do so; and (b) his desire for us to become the source of evidence-based management for SHRM.
Anthony J. Rucci, Ohio State University, Keynote Speaker
Gary P. Latham, University of Toronto, Presenter