Leading Groups Just Requires Common Sense…Right?
If leadership is common sense – then why is good leadership not more common? Part of the answer to this question is that some principles of leading are not at all common sense, but can be discovered through research on leadership. The 2016 Leadership Research Colloquium will host faculty members from three universities, presenting the major findings from three research and applied projects – seeking to shed light on one important context for leading in a changing world: How to better lead teams and groups. From disaster management, to NASA’s planned Mission to Mars, to high-tech teams creating new products, the colloquium will explore important findings and principles about leadership in team environments.
April 6, 2016
2:00pm – 3:30pm (Doors open at 1:30pm)
Reception to follow
Location: Marc Pavilion
11200 SW 8th Street, Miami, Fl 33199
Modesto A. Maidique Campus, Florida International University
Nathan Hiller, Ph.D.
Nathan Hiller is an Associate Professor of Management and International Business in the College of Business at Florida International University. Dr. Hiller also serves as Academic Director of the FIU Center for Leadership. As an academic, his focus is on understanding the strategic implications of executive personality, as well as enhancing the way that organizations build their leadership pipeline.
Admiration or Envy? Effects of LMX Differentiation on Group Processes and Performance under Different Reward Systems
Drawing upon and extending theory of social comparison-based emotions (Smith, 2000), I examine the mechanisms and boundary conditions for the effects of group leaders’ differentiated development of leader-member exchange (LMX) relationship on group coordination and performance. We propose that when groups receive a higher average proportion of group-based (as opposed to individual-based) incentive pay, LMX differentiation is more likely to foster group admiration (rather than group envy), which then enhances group coordination. Group coordination is in turn expected to enhance group performance. Using data on 828 sales groups from a major retailer of electronic products, which was experimenting with different types of incentive pay practices in different groups, I found that groups’ use of group-based (rather than individual-based or hybrid) incentive pay with a higher average proportion in total pay facilitated LMX differentiation to improve group coordination by cultivating group admiration. Also, group-based (as opposed to individual-based or hybrid) incentive pay buffered the negative effects of group envy on group coordination. Lastly, I found that group coordination predicted groups’ six-month lagged sales performance above and beyond prior sales performance. The findings offer interesting theoretical and practical implications.
Joo Hun Han, Ph.D.
Joo Hun Han is an assistant professor of Human Resource Management at Rutgers, The State University of New Jersey. He received his Ph.D. from the Robert H. Smith School of Business at the University of Maryland and M.S. and B.B.A from Seoul National University, Korea. His research examines the intersection between leadership and human resource practices with focus on their joint effects on employee attitudes, emotions, and performance at multiple levels. For example, he studies how leaders enhance effective group functioning by affecting employee emotions such as admiration and envy under different incentive pay plans; how leaders support implementation of incentive pay plans toward the enhancement of individual and collective performance; when and how leaders foster employee personal initiative; and why leaders sometimes undermine rather than support their own followers. His work has been published or is in press at major management journals such as Journal of Applied Psychology and Human Resource Management and has been recognized by several awards from the Academy of Management, Rutgers University, and Florida International University. He has also served as reviewers for several management journals. He is an active member of the Academy of Management and the Society for Industrial and Organizational Psychology. Prior to his graduate work, he spent three years in an entrepreneurial online service company as a project manager.
Natural and human-made disasters are common and widespread. Effective teamwork is critical for disaster medical assistance teams (DMAT) that focus on preserving life and limb, while maintaining mental health among responders. While the literature is rich about effective teamwork in general, there is little guidance about how leaders can build resilient DMAT teams. This presentation shares what we know about disaster response teams and the competencies that can make them resilient.
Mark Macgowan, Ph.D.
Dr. Macgowan scholarship focuses on advancing rigorous, impactful, and culturally-relevant group work, particularly in the areas of substance use, mental health, and social well-being. He is the author of Guide to Evidence-Based Group Work and co-author of Group Work Research, both with Oxford University Press, and is co-editor of Evidence-Based Group Work in Community Settings and IASWG Standards for Social Work with Groups,both with Taylor & Francis. Dr. Macgowan has received multiple professional or university awards for excellence in teaching and research. He recently held the Fulbright-Scotland Visiting Professorship at the University of Edinburgh, where he was engaged in teaching and research about global perspectives on evidence-based group work. As a licensed therapist and supervisor of therapist trainees, he has significant clinical experience, mainly with persons with substance use problems and those affected by disasters. He currently serves as a mental/behavioral health specialist with federal, state, and local government disaster response medical teams.
Leadership Out of this World: The Inconvenient Truths of Teamwork Revealed by Space Exploration
NASA has set its sights on Mars, and by 2030 plans to send a team on a journey through the galaxy. This mission presents a deadline that is going to rapidly accelerate the investigation of teams and leadership. Qualitative research on NASA crews reveals some “inconvenient truths” about teamwork that have implications for the leadership of the Mars crew and teams on Earth. These truths are inconvenient because they challenge us to abandon the “convenient” ways in which we view and study teamwork, and thereby, how we view and study leadership. This talk will elaborate on two truths. The first is that teams are interdependent with other teams in pursuit of common goals. The second is that people work on more than one team at a time, and must allocate attention and effort across teams. Thus, the goal of leadership is to create the conditions not only for one team, but for multiple teams to be effective.
Raquel Asencio is a doctoral candidate at the Georgia Institute of Technology. Her research explores teams in context. She studies the processes and properties that make teams function effectively as part of larger organizational systems. Her research interests include teams, multiteam systems, collective identity, and social network analysis. She is the recipient of a Goizueta Fellowship at Georgia Tech to advance minority involvement in Science, Technology, Engineering, and Math (STEM) fields. She served as the graduate student board member of the Interdisciplinary Network of Group Research (INGRoup) for two years and as a leadership development coach for student organizations at Georgia Tech. In August 2016, Raquel will be starting a faculty position at the Krannert School of Management at Purdue.
The Leadership Research Colloquium provides a forum for FIU faculty to present developing, extant and cutting edge new research as they affect leadership in organizations and in our communities. The colloquium also features the work of the recipient of the Center’s prestigious Alvah H. Chapman Jr. Outstanding Dissertation Award.