Browsing by Author "O'Neill, Thomas A."

Now showing 1 - 4 of 4
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    Influence of peer feedback on the relations between communication, coordination, and performance in global virtual teams
    (European Association of Work and Organizational Psychology, 2017-05) McLarnon, Matthew J. W.; Law, Denise; O'Neill, Thomas A.; Taras, Vasyl; Donia, Magda B. L.; Steel, Piers
    The use of virtual teams is increasing in large, multinational organizations around the globe. However, teams of this type, often referred to as global virtual teams (GVTs), are faced with numerous challenges and coordination difficulties. The current study uses a large sample of GVTs tasked with completing a long-term project to investigate the relations between communication frequency, process coordination, and project performance. Specifically, drawing upon the basic input-process-output framework we proposed an indirect relation between communication frequency and performance, as mediated by process coordination. As well, the current study, drawing on the principles of self-regulation theory, examines whether the frequency of peer feedback will operate as a moderator of the mediated relation. Using multilevel data, and multiple peer feedback conditions, support was found for the hypothesized moderated mediation model. In particular, the relations between communication frequency, process coordination, and team performance were all stronger in GVTs that gave and received peer feedback on a weekly basis than when peer feedback was only given at project completion or when peer feedback was given, but not distributed on a weekly basis. Importantly, the results of this study suggest that GVTs should use regular peer feedback to leverage the benefits of communication frequency and process coordination for team performance.
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    A latent transition analysis of team conflict profiles
    (Society for Industrial and Organizational Psychology, 2018-04) McLarnon, Matthew J. W.; Larson, Nicole L.; O'Neill, Thomas A.
    Although team conflict is often described as being dynamic in nature, little research has investigated change in conflict over time. Taking a team-centered perspective and using latent transition analysis, this study examined the profiles of team conflict that emerge over time, and the transitions between profiles that teams experience. This study also explored the influence that different patterns of transitions have on team performance outcomes. Results underscored the presence of an ideal type of conflict (i.e., high task conflict, combined with low relationship and process conflict), but also highlighted when, during a team’s lifecycle, this ideal type of conflict can be optimal for team performance and innovation.
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    A person-centered approach to expressed humility in leadership
    (Interdisciplinary Perspectives on Leadership Symposium, 2017-05) McLarnon, Matthew J. W.; Weinhart, Justin M.; O'Neill, Thomas A.; Dumaisnil, Aidan
    An emerging topic within the leadership literature is that of expressed humility, as it has been considered critical for leading during challenging circumstances (Owens, Johnson, & Mitchell, 2013). Owens et al. proposed a model of expressed humility encompassing the facets of a) viewing one’s self accurately, b) appreciating the strengths of others, and c) being open to feedback from others. However, they overlooked the possibility of discrete types of leaders characterized by varying levels of the expressed humility facets. Here, we examined expressed humility through a person-centered lens, which represents a novel perspective on expressed humility, and leadership in general, as the vast majority of past research has used variable- centered approaches.
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    Team conflict profiles and the mediating role of conflict management
    (Society for Industrial/Organizational Psychology, 2015-04) McLarnon, Matthew J. W.; Woodley, Hayden J. R.; Hoffart, Genevieve C.; O'Neill, Thomas A.
    Conflict is common among team members, and the shared experience of conflict defines a team’s conflict state. The current study examined the mediating role of cooperative and competitive conflict management between conflict states and team outcomes. Findings suggest cooperative, rather than competitive conflict management plays a significant mediating role.