Vicki L. Goodwin

A laboratory experiment testing the antecedents of leader cognitions

A laboratory experiment was conducted to test relationships between leadership style, feedback on subordinate performance within the context of either the vision or goals of the organization, and leader cognitions representing a modified version of Wofford and Goodwins (1994) cognitive processing model of leadership. The results indicated that: (1) positive feedback leads to the access of transformational cognitions, whereas negative feedback leads to the access of transactional cognitions; (2) negative feedback about subordinate performance causes transformational leaders to access transactional cognitions in response to subordinates; (3) the relationship between transformational leadership behavior and transformational cognitions is strengthened when feedback received about subordinates is vision-related compared to feedback that is goal-related; and (4) the relationship between transactional leadership behavior and transactional cognitions is strengthened when feedback received is goal-related compared to feedback that is vision-related. Limitations and future research directions are discussed. Copyright

Cognitive-affective stress propensity: a field study

A cognitive-affective stress propensity model was examined using field study data. Structural equation models analyses tested hypothesized and alternate models to determine their goodness-of-fit with the data. The results supported a direct relationship between stress propensity and strain, and an indirect, mediated relationship between stress propensity and strain through a subjective stress construct. In addition, stress propensity was found to moderate the relationships of experienced negative affect with somatic and with psychological strain, and with one of three measures of subjective stress. Implications of the results for research and practice are discussed. Copyright

Outcome Feedback Effects on Risk Propensity in an MCPLP Task

In this experimental analysis, the effects of outcome feedback on risk propensity were assessed within the multiple-cue-probability-learning-paradigm (MCPLP). The individual decision maker in this task received outcome feedback on a decision-by-decision basis. It was hypothesized that information on his/her success or lack of success (outcome feedback) on each decision would influence the decision to risk (commit) resources. Hierarchical regression results revealed that after all other performance effects had been partialled out, current outcome feedback explained much of the commitment decision.

A test of relationships in a model of organizational cognitive complexity

We examined relationships in a model of organizational cognitive complexity (CC) via a field study. Results, based on a sample drawn from six organizations, indicate that problem familiarity (r=0.25, p<0.10) and variety of work experience (r=0.29, p<0.05) are related to the number of script tracks available for problem solving. In turn, script tracks are related to CC (r=−0.26, p<0.10). The relationship between CC and job level is statistically, significantly moderated by job complexity. Finally, chi-square analysis indicates that the data fit the model as proposed. The organizational implications of CC are discussed and suggestions for future research on the model are made.

The linkages of cognitive processes, stress propensity, affect, and strain: experimental test of a cognitive model of the stress response

This research examined a model of the stress response that includes cognitive-affective stress propensity, cognitive-affective processes, experienced affective reactions, subjective stress, and strain constructs. Using partial least squares analysis, this model was found to provide a good fit with the data. Moderated multiple regression analyses found support for the hypothesized moderating effects of individual stress propensity on the relationships of stressors with cognitive-affective processes. The research and practical implications of these findings are discussed.

Chapter 12 Applying Fuzzy Set Methodology to Evaluate Substitutes for Leadership

Transformational leadership has been found to positively influence employee attitudes and behaviors. However, research also has shown that a variety of task and motivational factors lead to similar outcomes. Yet, little research has explored the potential interaction of transformational leadership with these other factors. We utilize fuzzy-set/qualitative comparative analysis to explore the ways these factors may interact to produce positive employee outcomes. Specifically, we found that high levels of employee commitment and performance can be achieved in the absence of a transformational leader through various “bundles” of enriched jobs, challenging goals, and high quality leader–follower relationships.

Method Myopia Real or Imagined

Academy of Management Journal (AMJ) was reviewed for research method frequency from 1968 through 2000.As expected, it was discovered that controlled experiments were scant at best, and a significant effect revealed a declining focus in later years. Potential reasons for the lack of controlled studies being published in AMJ include training, selection bias, method bound, research questions, applied focus, field setting misconceptions, bias inertia, and rigor versus relevance. Reasons to pose questions and conduct research in controlled settings are offered, including the premise that rigor and relevance are not orthogonal.