Dawn L. Eubanks

Intuition as an Influence on Creative Problem-Solving: The Effects of Intuition, Positive Affect, and Training

Intuition may be a critical component of creative thought. To test this hypothesis, a measure of individual differences in intuition was developed. After completing this measure, 320 undergraduates were asked to work on a domain-relevant creative problem-solving task under conditions where positive and neutral affect were induced and they were exposed to 1 of 3 different types of training. It was found that intuitive people produced more creative problem solutions, but that positive affect and training offset the advantage intuitive people showed in creative problem-solving. The implications of these findings for understanding the nature of intuition, and its role in creative problem-solving, are discussed.

Looking Leadership in the Face

Given what we know about the predictors of leaders’ ability, facial appearance should play a small or a very limited role in observers’ selection of leaders; however, research convincingly shows otherwise. The more distant observers are from leaders or the less information they have about them, the more likely they are to use whatever information is available—including the target’s looks—to make inferences about a leader’s character and competence. In this article, we review which consequential leadership outcomes are predicted by facial appearance. We explain why observers are inclined to make heuristic decisions using facial cues, discuss whether facial appearance carries credible information, and identify the conditions that may attenuate face effects.

Team dynamics in virtual, partially distributed teams

In this study, we explored team roles in virtual, partially distributed teams, or vPDTs (teams with at least one co-located subgroup and at least two subgroups that are geographically dispersed but that collaborate virtually). Past research on virtual teams emphasizes the importance of team dynamics. We argue that the following three roles are particularly important for high functioning virtual teams: Project Coordinator, Implementer and Completer-Finisher. We hypothesized that the highest performing vPDTs will have 1) a single Project Coordinator for each subgroup, 2) multiple Implementers within the team, and 3) fewer Completer-Finishers within the team. A sample of 28 vPDTs with members working on two different continents provides support for the second and third hypothesized relationships, but not the first. Multiple Implementers within a PDT are related to strong performance.Fewer Completer-Finishers within a PDT are related to strong performance.Implementer, Completer-Finisher and Team Member roles are the most common in a PDT.Project Coordinators emerge in the form of one individual per sub-group location.

Making an Entrance 2.0: The Linguistics of Introductory Success in Virtual Communities

Virtual communities depend on members, and more specifically new members, for their lifeblood. To become a member of a virtual community, one must introduce oneself to the group, and be accepted as a member. We present here a series of two linguistic studies investigating newcomer introductions in seven Web 2.0 online communities. In the first study, we successfully developed a logistic regression model that differentiates introductions from random messages with 82.5% accuracy using 12 linguistic markers. In the second study we correlated linguistic features of introductory messages with measures of their success. Increased usage of 1st person singular pronouns and past tense words in introductions was associated with greater success. Higher levels of first person plural and present tense words in introductions was associated with reduced success. Although these linguistic markers have effect across groups, there is evidence to suggest that some markers might vary between groups, depending on whether a dedicated introductions subforum is provided.

The effects of self-awareness on body movement indicators of the intention to deceive

A study was conducted to investigate the body movements of participants waiting to be interviewed in one of two conditions: preparing to answer questions truthfully or preparing to lie. The effects of increased self-awareness were also investigated, with half of the participants facing a mirror; the other half facing a blank wall. Analysis of covertly obtained video footage showed a significant interaction for the duration of hand/arm movements between deception level and self-awareness. Without a mirror, participants expecting to lie spent less time moving their hands than those expecting to tell the truth; the opposite was seen in the presence of a mirror. Participants expecting to lie also had higher levels of anxiety and thought that they were left waiting for less time than those expecting to tell the truth. These findings led to the identification of further research areas with the potential to support deception detection in security applications.

Deception and self-awareness

This paper presents a study conducted for the Shades of Grey EPSRC research project (EP/H02302X/1), which aims to develop a suite of interventions for identifying terrorist activities. The study investigated the body movements demonstrated by participants while waiting to be interviewed, in one of two conditions: preparing to lie or preparing to tell the truth. The effect of self-awareness was also investigated, with half of the participants sitting in front of a full length mirror during the waiting period. The other half faced a blank wall. A significant interaction was found for the duration of hand/arm movements between the deception and self-awareness conditions (F=4.335, df=1;76, p<0.05). Without a mirror, participants expecting to lie spent less time moving their hands than those expecting to tell the truth; the opposite was seen in the presence of a mirror. This finding indicates a new research area worth further investigation.

Telling the difference between deceiving and truth telling: An experiment in a public space

The behavioral experiment presented in this paper investigated deception tasks (both concealment and lying) undertaken in a public space. The degree of risk of deception detection and the demands of self-regulation when deceiving were manipulated. The results showed a significant interaction effect between veracity and risk of deception detection, emerged for the body movement of “hand(s) in pocket(s)”. The incidence of “hand(s) in pocket(s)” was found to increase from truth telling to deceiving conditions when the risk of deception detection was higher, and to decrease from truth telling to deceiving conditions when the risk was lower. Higher risk of deception detection was also found in magnifying the “overall negative and controlled impression” displayed by both deceivers and truth tellers, compared to the lower risk of detection condition. We also discussed the possible effects of risk of deception detection and depletion of self-regulation, on deception behavior. Further studies and the connection between this study and the research community of computer vision and multimodel interaction is also discussed.

Time to create:pathways to earlier and later creative discoveries in Nobel Prize winners

1. Introduction Sven Hemlin, Carl Martin Allwood, Ben R. Martin, and Michael D. Mumford Part 1: Theoretical Section 2. Leading Scientists and Engineers: Cognition in a Socio-Technical Context Michael D. Mumford, David Peterson, and Isaac Robledo 3. What Connects Leadership and Creativity? The Mechanisms through Which Leaders May Influence Follower and Team Creativity Leif Denti and Sven Hemlin 4. Leadership, Innovation, and Technology: The Evolution of the Creative Process Samuel T. Hunter, Nicole Ginther, and Joshua Fairchild Part 2: Empirical Section 5. Academic Leadership of High-Performing Research Groups Maaike Verbree, Inge van der Weijden, and Peter van den Besselaar 6. Generation and Life Cycle Effects on Academic Leadership Maaike Verbree, Inge van der Weijden, and Peter van den Besselaar 7. Time to Create: Pathways to Earlier and Later Creative Discoveries in Noble Prize Winners Dawn L. Eubanks, Michael E. Palanski, Juani Swart, Michelle Hammond, and Joy Oguntebi Part 3: Implications Section 8. Succession Planning for Scientific Positions: Identifying, Developing, and Retaining Leaders for Innovation Ginamarie S. Ligon, Kate T. Dembroski, Robyn C. Mapp, Gamesa Zongrone, and Bianca M. Zongrone 9. Leading Interdisciplinary Creative Teams: Challenges and Solutions Roni Reiter-Palmon, Triparna de Vreede, and Gert-Jan de Vreede 10. Leadership and Followership in Science and Technology Michael E. Gorman 11. Creative Leadership: Meaning and Value for Science, Technology, and Innovation Gerard Puccio, Marie Mance, and Jeffery Zaco-Smith 12. Conclusions Sven Hemlin, Carl Martin Allwood, Ben R. Martin, and Michael D. Mumford