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Are You Satisfied Yet? Shared Leadership, Trust and Individual Satisfaction in Virtual Teams

Abstract Virtual teams provide organizations with numerous advantages by allowing them to assemble individuals irrespective of their physical location. Unfortunately, dispersion and reliance on virtual communications are two characteristics of virtual teams that can reduce team member’s satisfaction. Promoting satisfaction is important because it is associated with increases in individual behaviors that promote team performance. To address this issue, this paper conducts a multi-level analysis that investigates the influence of shared leadership and individual trust on individual satisfaction in virtual teams. Results indicate that both shared leadership and individual trust increase individual satisfaction. In addition, the significance of a cross-level moderation effect between shared leadership and individual trust indicates that the two act as substitutes for one another. In essence, either shared leadership or trust can be used to facilitate individual satisfaction in virtual teams.

When the robot criticizes you...: self-serving bias in human-robot interaction

This study explores how human users respond to feedback and evaluation from a robot. A between-subjects experiment was conducted using the Wizard of Oz method, with 63 participants randomly assigned to one of three evaluations (good evaluation vs. neutral evaluation vs. bad evaluation) following a training session. When participants attempted to reproduce the physical motion taught by the robot, they were given a verbal evaluation of their performance by the robot. They showed a strong negative response to the robot when it gave a bad evaluation, while showing positive attraction when it gave a good or neutral evaluation. Participants tended to dismiss criticism from the robot and attributed blame to the robot, while claiming credit to themselves when their performance was rated positively. These results have theoretical implications for the psychology of self-serving bias and practical implications for designing and deploying trainer robots as well as conducting user studies of such robots.

Human-Robot Interaction in Groups: Theory, Method, and Design for Robots in Groups

For the last decade, robots have been adopted into group work ranging from corporate offices to military operations. While robotic technology has matured enough to allow robots to act as team members, our understanding of how this alters group work is limited. In particular, little work has examined how the adoption of robots might alter group processes and outcomes. The purpose of this workshop is to bring together researchers investigating issues related to the theoretical frameworks and methodological approaches to studying human robot interactions within groups. We expect the workshop will contribute to our understanding of how to better design robots for group interactions.

The effect of robot's behavior vs. appearance on communication with humans

This study explores the effect of the robots appearance vs. behavior (voice and gestures) on the way it is perceived as a machine-like instead of a human-like robot. A between-subjects experiment with four conditions was conducted. Results suggest that both the robots behavior and appearance are important but, if they are contradictory, the robots behavior is more powerful than the robots appearance in the perception of the robot as more machine-like or human-like.

Subgroup Formation in Teams Working with Robots

Teams are increasingly adopting robots to accomplish their work. Despite this, more research is needed to understand what makes these teams effective. One such topic not fully explored is the formation of subgroups in teams that work with robots. We conducted a pilot study to explore this topic. The study examined 15 teams of 2 people, each team member working with a robot to accomplish a team task. Results of the pilot study showed that subgroups formed between humans and their robots were negatively correlated with various team outcomes. Although our results are preliminary, we believe our findings can initiate future research on the topic of subgroup formation in teams working with robots.

Are you Satisfied Yet? Shared Leadership, Individual Trust, Autonomy and Satisfaction in Virtual Teams

Despite the benefits associated with virtual teams, many people on these teams are unsatisfied with their experience. The goal of this study was to determine how to better facilitate satisfaction through shared leadership, individual trust, and autonomy. Specifically, in this study we sought a better understanding of the effects of shared leadership, team members’ trust, and autonomy on satisfaction. We conducted a study with 163 individuals in 44 virtual teams. The results indicate that shared leadership facilitates satisfaction in virtual teams both directly and indirectly through the promotion of trust. Shared leadership moderated the relationships of individual trust and individual autonomy with satisfaction. Team‐level satisfaction was a strong predictor of virtual team performance. We discuss these findings and the implications for theory and design.

Curiosity vs. Control: Impacts of Training on Performance of Teams Working with Robots

Training robot operators is one approach to promoting better performance in teams working with robots. Yet, training does not always result in better performance. This study conducts a preliminary analysis of why by examining two psychological states of use: control and curiosity. An experimental study involving 30 teams two humans and two robots employing robots was conducted. Results showed that training minimized the negative impacts of curiosity and heightened the positive impacts of control on task involving the use of a robot.

Robot gesture and user acceptance of information in human-robot interaction

This study explores how human users respond to coordinated and uncoordinated gestures of a robot as an information deliverer. A between-subject experiment was conducted using the Wizard of Oz method, with 63 participants randomly assigned to one of four conditions (voice-only vs. no-gesture vs. coordinated gesture vs. uncoordinated gesture) taking an artwork class in a museum-like setting. The robot was explaining the information of the artworks with modalities accordingly designed to each condition. Results showed that the coordinated gesture was not aiding information delivery. However, there were notable relations between the coordinated ge sture and intimacy, homogeneity, and involvement. These results have theoretical implications for cognitive load of working memory and practical implications for designing and deploying dynamic humanoid robots for museum tour guide.

The Appropriation Paradox: Benefits and Burdens of Appropriating Collaboration Technologies

We report on a preliminary study of information-sharing practices within software teams. We identified behavioral and technological misalignments in the sharing of information between individuals. Individuals appropriate different collaboration technologies to mitigate these misalignments. We also discovered that appropriation at the individual level makes it difficult to share information at the team level. We refer to this as the paradox of appropriation. Theoretical and design implications drawn from our findings will be discussed.

Disaggregating the Impacts of Virtuality on Team Identification

Team identification is an important predictor of team success. As teams become more virtual, team identification is expected to become more important. Yet, the dimensions of virtuality such as geographic dispersion, reliance on electronic communications and diversity in team membership can undermine team identification. To better understand the impact of virtuality, the authors conducted a study with 248 employees in 55 teams to examine the complex and codependent effects of virtuality. Results indicate that although geographic dispersion and perceived differences can undermine team identification, reliance on electronic communications increases team identification and weakens the negative relationship between perceived differences and team identification.