Chang, Jin Wook

Despite increasing attention to emotional intelligence (EI) in the workplace, few studies have investigated EI at the group level. In this study, we propose that average member EI indirectly affects team performance by shaping emergent team dynamics. The results based on 91 teams show that both average member EI and leader EI are positively associated with intrateam trust, which in turn positively relates to team performance. Average member EI and leader EI have a compensatory relationship in pr

In this study we elaborate on the autonomy–creativity relationship by identifying potential boundary conditions. Specifically, we hypothesized that when task autonomy is provided people's reactions are shaped by the level of their prior experience or skills and by whether or not they have previously worked on a task autonomously. We further hypothesized that self-control would moderate the autonomy–creativity link. The analysis of data collected from 148 individuals who completed 2 sets of creat

Collective intelligence (CI) captures a team’s ability to work together across a wide range of tasks and can vary significantly between teams. Extant work demonstrates that the level of collective attention a team develops has an important influence on its level of CI. An important question, then, is what enhances collective attention? Prior work demonstrates an association with team composition; here, we additionally examine the influence of team hierarchy and its interaction with team gender c

Leader group prototypicality—the extent to which a leader embodies and represents the group—is a characteristic that typically engenders favorable attitudes toward the leader. The present research examines how leader group prototypicality shapes group member reactions to leaders who commit wrongful acts, that is, transgressions. In three studies, I propose and demonstrate that outsiders’ knowledge of leader transgressions moderates how leader group prototypicality influences group member reactio

In work groups, members can either help or harm themselves by speaking out, as their voice can also exert functional or dysfunctional effects on overall group effectiveness. In this paper, we propose that implications of group member voice depend on characteristics of contexts in which group members speak out, and that group members benefit (i.e., improve their performance) by engaging in voice behavior to the extent that their voice contributes to group effectiveness. Using multisource, multile

Background Open thyroidectomy is conventionally performed at the anterior side of neck, which is a body part with a comparatively great degree of open exposure; due to this, postoperative scarring may cause distress in patients. We aimed to compare the effects of ablative and nonablative fractional laser treatments on thyroidectomy scars. We examined medical records in a retrospective manner and analyzed scars based on their digital images by using the modified Manchester Scar Scale (mMSS). Meth

Employee voice has significant implications for both group and organizational effectiveness. However, relatively less is known about the consequences for the employee who speaks out. The present research examines how managers and coworkers respond to voice, by considering the role of a contextual characteristic in which employee voice occurs. I proposed that the extent to which group tasks are perceived to be coordinated effectively will moderate the relationships between voice and manager-rated

Traditional software engineering separates conceptual software development from design, assuming that concentration on the conceptual level yields a consistent software system—an assumption that may, due to weak communication links between conceptual and actual design, be incorrect. In this paper, a new paradigm—“Transformation with Object-Oriented Logic” (TOOL)—is proposed.

Workplace incivility is a near-ubiquitous phenomenon and typically engenders behavioral responses that impair relationships at work. In the present research, we theorize and empirically demonstrate that targets of incivility might engage in relationship-enhancing, rather than relationship-eroding, responses, directed to both other uninvolved third parties as well as to instigators. Drawing on and integrating insights from research on incivility, forgiveness, and emotion regulation, we develop an

The present research examines how team members respond to teammates who communicate change- and improvement-oriented suggestions, focusing on the relational characteristics between voicing members and voice recipients. In a field study of 220 members in 36 work teams (Study 1), we find that an unfavorable response to voice–manifested through denial of the voicing peers’ contribution to the team–is most likely from those of equal or similar status. Further, teams in which members respond unfavora