Organizational Unit:
Scheller College of Business

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Now showing 1 - 8 of 8
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    Play hard, work harder? How hobbies affect employees’ work and life
    (Georgia Institute of Technology, 2019-05-20) Harari Hamam, Dana Harari
    Decades of work-family research establishes that family life substantially influences experiences at work. While we have vast knowledge regarding the influence of family on work and vice versa, relatively little research examines the influence of other activities that employees engage in outside of work, considered a “third place” domain (Ashforth, Kreiner, & Fugate, 2000) and their impact on work. In this dissertation, I focus on hobbies as an exemplar for a “third place” domain, which affects employees’ experiences across domains. In researching hobbies, I employ theoretical perspective from theories of multiple domains. From one hand, hobbies align with role accumulation theory (Sieber, 1974) and can be a source of enrichment leading to greater energy and beneficial outcomes for other domains. On the other hand, in alignment with role strain theory (Goode, 1960), daily hobby involvement can be a source of depletion, leading to detrimental daily outcomes across domains. I examine these perspectives in the same theoretical framework, and by so doing add to multiple domains research in integrating contradictory theories regarding the effects of multiple domains on one another. Across two studies I highlight the importance of hobbies for employees and examine the effects of hobby involvement as a between- and within-person phenomenon. In doing so, I facilitate future research regarding the effects of hobbies and other “third place” domains on employees’ work, family, and on other domains in their lives more generally.
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    Closing the leadership circle: Building and testing a contingent theory of servant leadership
    (Georgia Institute of Technology, 2015-05-14) Lemoine, Gerald James
    Servant leadership focuses on stakeholder concern and follower development and empowerment. It has begun to emerge as a useful perspective of leadership within academic research, but theoretical development remains limited, and some of its key propositions have not been tested. In this dissertation I build and test a theory of how servant leadership works, why it works, and when it works. Drawing on the extant servant leadership literature, a social learning perspective, and research on gender roles and schemas, I propose a conceptual definition and theory of how servant leadership impacts two characteristics of followers (prosocial motivation and psychological capital) to affect distal outcomes including voice and performance. I also test servant leadership's impact on the spread of servant leadership behaviors to followers, a key proposition of servant leadership for nearly fifty years which has never been empirically tested. Further, I propose gender and gender schemas as potential moderators of servant leadership, arguing that the more communal emphasis of this approach may interact with sex role factors to impact its effectiveness, such that females may actually have an advantage in using servant leadership, as opposed to the implicit masculine advantage in other leadership behaviors. To answer these research questions, I conducted a temporally lagged multi-organizational study testing the mediators, moderators, and outcomes of servant leadership. Using a variance decomposition approach to clustered and cross-level interactions in an HLM framework, I find substantial support for my theoretical predictions. Results support the idea that exposure to servant leadership behaviors is associated with all three performance outcomes, including an employee's own enactment of servant leadership, both directly and through the mediating effects of positive psychological capital. These effects were contingent as hypothesized, such that servant leadership was more powerful when used by a female manager, and when experienced by individuals with high female gender schemas. Theoretical and practical implications of these conclusions, as well as future research suggested by these results, are discussed.
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    Cognitive diversity and team performance: the roles of team mental models and information processing mechanisms
    (Georgia Institute of Technology, 2010-11-15) Schilpzand, Maria Catharine
    There are two important trends in organizations today: 1) the increasing use of teams and 2) the increasing diversity in the workforce. The literature is in tune with these organizational trends, evidenced by a dramatic increase in research on team performance and the effects of diversity. However, there are still contradictory findings of the effects of team diversity on team processes and outcomes. To shed light on these inconsistencies, the cognitive construct of team mental model is introduced as a mediator of the relationship between team cognitive diversity and team performance. Team mental model is an emergent cognitive state that represents team members' organized understanding of their task environment (e.g., Klimoski&Mohammed, 1994) and has been shown to improve team performance (e.g., Edwards, Day, Arthur,&Bell, 2006; Mathieu, Heffner, Goodwin, Salas,&Cannon-Bowers, 2000). Specifically, with a sample of 94 student teams I investigated how team cognitive diversity affects team mental model similarity and accuracy, and through them, team performance. In addition, I examined team information processing mechanisms as moderators of the relationships between team cognitive diversity and team mental model similarity and accuracy. The results suggest that cognition at the team level plays an important role in the effective functioning of decision making teams. Specifically, the combination of team mental model similarity and accuracy predicts levels of team performance and information integration is an important moderator linking cognitive style diversity to task mental models, team processes, and team performance. The research model developed and tested seeks to advance understanding of the "black box" linking team diversity to team outcomes (Lawrence, 1997) and to provide guidance to managers leading cognitively diverse teams.
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    Institutional and alternative perspectives on the adoption of workplace drug testing programs
    (Georgia Institute of Technology, 1996-05) Spell, Chester Stanley
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    Relational demography and employee job satisfaction
    (Georgia Institute of Technology, 1994-05) Fields, Dail L.