University of Connecticut

Ph.D. Candidate

Research interests include organizational teams, team processes, shared leadership, and cross-level models of team effectiveness.

Georgetown University

Assistant Softball Coach

Lauren worked at Georgetown University as a Assistant Softball Coach

Drexel University LeBow College of Business

Assistant Professor

Lauren worked at Drexel University LeBow College of Business as a Assistant Professor

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

Academy of Management Journal

This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to generate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e., synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient task characteristics (i.e., frequency and difficulty). More specifically, frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency), whereas infrequently performed tasks do not (generating a positive, linear relationship). We further this distinction by layering on task difficulty that, we posit, acts to amplify the respective negative and positive consequences. Analyses of archival data from 8,236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery recovery rate yielded additional insights. Implications and future directions are discussed.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

Academy of Management Journal

This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to generate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e., synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient task characteristics (i.e., frequency and difficulty). More specifically, frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency), whereas infrequently performed tasks do not (generating a positive, linear relationship). We further this distinction by layering on task difficulty that, we posit, acts to amplify the respective negative and positive consequences. Analyses of archival data from 8,236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery recovery rate yielded additional insights. Implications and future directions are discussed.

A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

Academy of Management Conference Best Paper Proceedings

D’Innocenzo, L., Mathieu, J.E., Maynard, M.T., Chen, G., & Marshall, D. (2012). A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance. Academy of Management Conference Best Paper Proceedings.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

Academy of Management Journal

This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to generate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e., synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient task characteristics (i.e., frequency and difficulty). More specifically, frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency), whereas infrequently performed tasks do not (generating a positive, linear relationship). We further this distinction by layering on task difficulty that, we posit, acts to amplify the respective negative and positive consequences. Analyses of archival data from 8,236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery recovery rate yielded additional insights. Implications and future directions are discussed.

A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

Academy of Management Conference Best Paper Proceedings

D’Innocenzo, L., Mathieu, J.E., Maynard, M.T., Chen, G., & Marshall, D. (2012). A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance. Academy of Management Conference Best Paper Proceedings.

A Meta-Analysis of Shared Leadership – Team Performance Relations

Journal of Management

Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically, as compared to studies that conceptualized and employed assessments of overall shared leadership from members (i.e., an aggregation approach), network conceptions and measures of shared leadership evidenced higher effect sizes. Both network density and (de)centralization approaches to the study of shared leadership–performance relations exhibited significant and higher effect sizes than did the aggregation-based studies. Analyses also revealed lower average effect sizes when the sample studied was in the classroom/lab as compared to the field. Task complexity significantly moderated the shared leadership, with lower effect sizes observed with more complex tasks. No significant influence of team task interdependence was observed. We highlight the relative value of employing social network theories and measures as compared to aggregate theories and measures of shared leadership. Directions for future research and application are discussed.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

Academy of Management Journal

This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to generate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e., synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient task characteristics (i.e., frequency and difficulty). More specifically, frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency), whereas infrequently performed tasks do not (generating a positive, linear relationship). We further this distinction by layering on task difficulty that, we posit, acts to amplify the respective negative and positive consequences. Analyses of archival data from 8,236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery recovery rate yielded additional insights. Implications and future directions are discussed.

A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

Academy of Management Conference Best Paper Proceedings

D’Innocenzo, L., Mathieu, J.E., Maynard, M.T., Chen, G., & Marshall, D. (2012). A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance. Academy of Management Conference Best Paper Proceedings.

A Meta-Analysis of Shared Leadership – Team Performance Relations

Journal of Management

Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically, as compared to studies that conceptualized and employed assessments of overall shared leadership from members (i.e., an aggregation approach), network conceptions and measures of shared leadership evidenced higher effect sizes. Both network density and (de)centralization approaches to the study of shared leadership–performance relations exhibited significant and higher effect sizes than did the aggregation-based studies. Analyses also revealed lower average effect sizes when the sample studied was in the classroom/lab as compared to the field. Task complexity significantly moderated the shared leadership, with lower effect sizes observed with more complex tasks. No significant influence of team task interdependence was observed. We highlight the relative value of employing social network theories and measures as compared to aggregate theories and measures of shared leadership. Directions for future research and application are discussed.

Modeling time-lagged reciprocal psychological empowerment – performance relationships

Journal of Applied Psychology

Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably, evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly, using a multiwave, time-lagged design, we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniques, our findings provide support for the conventional positive correlation between empowerment and subsequent performance. Moreover, accounting for the temporal stability of variables over time, we found support for empowerment levels as positive influences on subsequent changes in performance. Finally, we also found support for the reciprocal relationship, as performance levels were shown to relate positively to changes in empowerment over time. Theoretical and practical implications of the reciprocal psychological empowerment–performance relationships are discussed.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

Academy of Management Journal

This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to generate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e., synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient task characteristics (i.e., frequency and difficulty). More specifically, frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency), whereas infrequently performed tasks do not (generating a positive, linear relationship). We further this distinction by layering on task difficulty that, we posit, acts to amplify the respective negative and positive consequences. Analyses of archival data from 8,236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery recovery rate yielded additional insights. Implications and future directions are discussed.

A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

Academy of Management Conference Best Paper Proceedings

D’Innocenzo, L., Mathieu, J.E., Maynard, M.T., Chen, G., & Marshall, D. (2012). A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance. Academy of Management Conference Best Paper Proceedings.

A Meta-Analysis of Shared Leadership – Team Performance Relations

Journal of Management

Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically, as compared to studies that conceptualized and employed assessments of overall shared leadership from members (i.e., an aggregation approach), network conceptions and measures of shared leadership evidenced higher effect sizes. Both network density and (de)centralization approaches to the study of shared leadership–performance relations exhibited significant and higher effect sizes than did the aggregation-based studies. Analyses also revealed lower average effect sizes when the sample studied was in the classroom/lab as compared to the field. Task complexity significantly moderated the shared leadership, with lower effect sizes observed with more complex tasks. No significant influence of team task interdependence was observed. We highlight the relative value of employing social network theories and measures as compared to aggregate theories and measures of shared leadership. Directions for future research and application are discussed.

Modeling time-lagged reciprocal psychological empowerment – performance relationships

Journal of Applied Psychology

Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably, evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly, using a multiwave, time-lagged design, we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniques, our findings provide support for the conventional positive correlation between empowerment and subsequent performance. Moreover, accounting for the temporal stability of variables over time, we found support for empowerment levels as positive influences on subsequent changes in performance. Finally, we also found support for the reciprocal relationship, as performance levels were shown to relate positively to changes in empowerment over time. Theoretical and practical implications of the reciprocal psychological empowerment–performance relationships are discussed.

One Size Does Not Fit All: Managing Radical and Incremental Creativity.

Journal of Creative Behavior.

Gilson, L. L., Lim, H. S., D'Innocenzo, L. and Moye, N. (2012), One Size Does Not Fit All: Managing Radical and Incremental Creativity. The Journal of Creative Behavior, 46: 168–191.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

Academy of Management Journal

This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to generate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e., synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient task characteristics (i.e., frequency and difficulty). More specifically, frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency), whereas infrequently performed tasks do not (generating a positive, linear relationship). We further this distinction by layering on task difficulty that, we posit, acts to amplify the respective negative and positive consequences. Analyses of archival data from 8,236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery recovery rate yielded additional insights. Implications and future directions are discussed.

A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

Academy of Management Conference Best Paper Proceedings

D’Innocenzo, L., Mathieu, J.E., Maynard, M.T., Chen, G., & Marshall, D. (2012). A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance. Academy of Management Conference Best Paper Proceedings.

A Meta-Analysis of Shared Leadership – Team Performance Relations

Journal of Management

Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically, as compared to studies that conceptualized and employed assessments of overall shared leadership from members (i.e., an aggregation approach), network conceptions and measures of shared leadership evidenced higher effect sizes. Both network density and (de)centralization approaches to the study of shared leadership–performance relations exhibited significant and higher effect sizes than did the aggregation-based studies. Analyses also revealed lower average effect sizes when the sample studied was in the classroom/lab as compared to the field. Task complexity significantly moderated the shared leadership, with lower effect sizes observed with more complex tasks. No significant influence of team task interdependence was observed. We highlight the relative value of employing social network theories and measures as compared to aggregate theories and measures of shared leadership. Directions for future research and application are discussed.

Modeling time-lagged reciprocal psychological empowerment – performance relationships

Journal of Applied Psychology

Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably, evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly, using a multiwave, time-lagged design, we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniques, our findings provide support for the conventional positive correlation between empowerment and subsequent performance. Moreover, accounting for the temporal stability of variables over time, we found support for empowerment levels as positive influences on subsequent changes in performance. Finally, we also found support for the reciprocal relationship, as performance levels were shown to relate positively to changes in empowerment over time. Theoretical and practical implications of the reciprocal psychological empowerment–performance relationships are discussed.

One Size Does Not Fit All: Managing Radical and Incremental Creativity.

Journal of Creative Behavior.

Gilson, L. L., Lim, H. S., D'Innocenzo, L. and Moye, N. (2012), One Size Does Not Fit All: Managing Radical and Incremental Creativity. The Journal of Creative Behavior, 46: 168–191.

Time and Teams

Current Issues in Work and Organizational Psychology: Time and Work (vol. 1).

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2014). Time and Teams. Shipp, A. & Fried, Y. (Eds). Current Issues in Work and Organizational Psychology: Time and Work (vol. 1). Psychology Press.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

Academy of Management Journal

This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to generate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e., synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient task characteristics (i.e., frequency and difficulty). More specifically, frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency), whereas infrequently performed tasks do not (generating a positive, linear relationship). We further this distinction by layering on task difficulty that, we posit, acts to amplify the respective negative and positive consequences. Analyses of archival data from 8,236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery recovery rate yielded additional insights. Implications and future directions are discussed.

A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

Academy of Management Conference Best Paper Proceedings

D’Innocenzo, L., Mathieu, J.E., Maynard, M.T., Chen, G., & Marshall, D. (2012). A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance. Academy of Management Conference Best Paper Proceedings.

A Meta-Analysis of Shared Leadership – Team Performance Relations

Journal of Management

Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically, as compared to studies that conceptualized and employed assessments of overall shared leadership from members (i.e., an aggregation approach), network conceptions and measures of shared leadership evidenced higher effect sizes. Both network density and (de)centralization approaches to the study of shared leadership–performance relations exhibited significant and higher effect sizes than did the aggregation-based studies. Analyses also revealed lower average effect sizes when the sample studied was in the classroom/lab as compared to the field. Task complexity significantly moderated the shared leadership, with lower effect sizes observed with more complex tasks. No significant influence of team task interdependence was observed. We highlight the relative value of employing social network theories and measures as compared to aggregate theories and measures of shared leadership. Directions for future research and application are discussed.

Modeling time-lagged reciprocal psychological empowerment – performance relationships

Journal of Applied Psychology

Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably, evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly, using a multiwave, time-lagged design, we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniques, our findings provide support for the conventional positive correlation between empowerment and subsequent performance. Moreover, accounting for the temporal stability of variables over time, we found support for empowerment levels as positive influences on subsequent changes in performance. Finally, we also found support for the reciprocal relationship, as performance levels were shown to relate positively to changes in empowerment over time. Theoretical and practical implications of the reciprocal psychological empowerment–performance relationships are discussed.

One Size Does Not Fit All: Managing Radical and Incremental Creativity.

Journal of Creative Behavior.

Gilson, L. L., Lim, H. S., D'Innocenzo, L. and Moye, N. (2012), One Size Does Not Fit All: Managing Radical and Incremental Creativity. The Journal of Creative Behavior, 46: 168–191.

Time and Teams

Current Issues in Work and Organizational Psychology: Time and Work (vol. 1).

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2014). Time and Teams. Shipp, A. & Fried, Y. (Eds). Current Issues in Work and Organizational Psychology: Time and Work (vol. 1). Psychology Press.

A multi-level examination of the impact of team interpersonal processes.

Small Group Research

This study examined factors that affect individuals’ intentions to remain with their current organization, as well as team-level, manager-rated effectiveness, using a sample of 78 teams from a large grocery store chain within the Baltic region. The results suggest that team interpersonal processes play a key mediating role in facilitating both outcomes. Specifically, interpersonal processes had a positive effect on manager-rated team effectiveness. Furthermore, the quality of team interpersonal processes had a significant positive impact on employees’ commitment to the organization, which, in turn, was found to enhance employees’ intention to remain in that organization. Similarly, professional familiarity served as a salient antecedent of team interpersonal processes. This study, thus, offers evidence of the multilevel importance of interpersonal processes as a critical driver of both team- and individual-level outcomes.

Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

Academy of Management Journal

Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However, a recent meta-analysis found that psychological empowerment relationships vary significantly across studies, and there is still a rather limited understanding of how empowerment operates across levels. Accordingly, we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units, collected from multiple sources over three different time periods, revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance, as well as an indirect effect on performance via individual empowerment, while controlling for previous performance levels. Notably, these effects were significant at relatively high, but not at relatively low levels of unit empowerment. Furthermore, we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that, in complex and dynamic environments, empowering work units is an important means by which leaders can enhance individuals' performance.

Contextual Issues in Project Performance: A Multi-Level Perspective.

The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio, F., Kelloway, E.K, Hobbs, B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

Academy of Management Journal

This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to generate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e., synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient task characteristics (i.e., frequency and difficulty). More specifically, frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency), whereas infrequently performed tasks do not (generating a positive, linear relationship). We further this distinction by layering on task difficulty that, we posit, acts to amplify the respective negative and positive consequences. Analyses of archival data from 8,236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery recovery rate yielded additional insights. Implications and future directions are discussed.

A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

Academy of Management Conference Best Paper Proceedings

D’Innocenzo, L., Mathieu, J.E., Maynard, M.T., Chen, G., & Marshall, D. (2012). A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance. Academy of Management Conference Best Paper Proceedings.

A Meta-Analysis of Shared Leadership – Team Performance Relations

Journal of Management

Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically, as compared to studies that conceptualized and employed assessments of overall shared leadership from members (i.e., an aggregation approach), network conceptions and measures of shared leadership evidenced higher effect sizes. Both network density and (de)centralization approaches to the study of shared leadership–performance relations exhibited significant and higher effect sizes than did the aggregation-based studies. Analyses also revealed lower average effect sizes when the sample studied was in the classroom/lab as compared to the field. Task complexity significantly moderated the shared leadership, with lower effect sizes observed with more complex tasks. No significant influence of team task interdependence was observed. We highlight the relative value of employing social network theories and measures as compared to aggregate theories and measures of shared leadership. Directions for future research and application are discussed.

Modeling time-lagged reciprocal psychological empowerment – performance relationships

Journal of Applied Psychology

Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably, evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly, using a multiwave, time-lagged design, we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniques, our findings provide support for the conventional positive correlation between empowerment and subsequent performance. Moreover, accounting for the temporal stability of variables over time, we found support for empowerment levels as positive influences on subsequent changes in performance. Finally, we also found support for the reciprocal relationship, as performance levels were shown to relate positively to changes in empowerment over time. Theoretical and practical implications of the reciprocal psychological empowerment–performance relationships are discussed.

One Size Does Not Fit All: Managing Radical and Incremental Creativity.

Journal of Creative Behavior.

Gilson, L. L., Lim, H. S., D'Innocenzo, L. and Moye, N. (2012), One Size Does Not Fit All: Managing Radical and Incremental Creativity. The Journal of Creative Behavior, 46: 168–191.

Time and Teams

Current Issues in Work and Organizational Psychology: Time and Work (vol. 1).

Mathieu, J.E., D’Innocenzo, L., & Kukenberger, M.R. (2014). Time and Teams. Shipp, A. & Fried, Y. (Eds). Current Issues in Work and Organizational Psychology: Time and Work (vol. 1). Psychology Press.

A multi-level examination of the impact of team interpersonal processes.

Small Group Research

This study examined factors that affect individuals’ intentions to remain with their current organization, as well as team-level, manager-rated effectiveness, using a sample of 78 teams from a large grocery store chain within the Baltic region. The results suggest that team interpersonal processes play a key mediating role in facilitating both outcomes. Specifically, interpersonal processes had a positive effect on manager-rated team effectiveness. Furthermore, the quality of team interpersonal processes had a significant positive impact on employees’ commitment to the organization, which, in turn, was found to enhance employees’ intention to remain in that organization. Similarly, professional familiarity served as a salient antecedent of team interpersonal processes. This study, thus, offers evidence of the multilevel importance of interpersonal processes as a critical driver of both team- and individual-level outcomes.

Modeling reciprocal team cohesion-performance relationships, as impacted by shared leadership and members’ competence.

Journal of Applied Psychology

Despite the lengthy history of team cohesion–performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. We then used longitudinal data from 205 members of 57 student teams who competed in a complex business simulation over 10 weeks, to test: (a) whether team cohesion and performance were related reciprocally over multiple time periods, (b) the relative magnitude of those relationships, and (c) whether they were stable over time. We also considered the influence of team members’ academic competence and degree of shared leadership on these dynamics. As anticipated, cohesion and performance were related positively, and reciprocally, over time. However, the cohesion → performance relationship was significantly higher than the performance → cohesion relationship. Moreover, the cohesion → performance relationship grew stronger over time whereas the performance → cohesion relationship remained fairly consistent over time. As expected, shared leadership related positively to team cohesion but not directly to their performance; whereas average team member academic competence related positively to team performance but was unrelated to team cohesion. Finally, we conducted and report a replication using a second sample of students competing in a business simulation. Our earlier substantive relationships were mostly replicated, and we illustrated the dynamic temporal properties of shared leadership. We discuss these findings in terms of theoretical importance, applied implications, and directions for future research.

Academy of Management

Member

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate

Academy of Management

Member

Interdisciplinary Network for Group Research

Member

Society for Industrial and Organizational Psychology

Student Affiliate