: This paper reports on a meta-analytic integration of the relation between group cohesiveness and performance. Overall, the cohesiveness-performance effect was highly significant and of small magnitude. Several theoretically informative determinants of the cohesiveness-performance effect were examined. This effect was significantly stronger when cohesiveness was operationalized in terms of measurements of group members' perceptions of cohesiveness than when cohesiveness was operationalized in terms of experimental inductions of cohesiveness. The results of this analysis suggest that the more direct effect may be from performance to cohesiveness rather than from cohesiveness to performance. Discussion considers the implications of these results for future research on the relation between cohesiveness and performance.

The relation between group cohesiveness and performance: An integration.

This study used multiple methods to examine group processes (information sharing, morale building, planning, critical evaluation, commitment, monitoring, and cooperation) that mediate the effect of relationship level on group performance. The study uses a 2 by 2 experimental design, crossing relationship (friendship vs. acquaintance) as a between-subjects variable and task type (decision making vs. motor) as a within-subject variable. Fifty-three 3-person groups participated in the study, and data from 4 types of measurement were used to analyze the mediating processes between relationship level and task performance. Friendship groups performed significantly better than acquaintance groups on both decision-making and motor tasks because of a greater degree of group commitment and cooperation. Critical evaluation and task monitoring also significantly increased decision-making performance, whereas positive communication mediated the relationship between friendship and motor task performance.

Interpersonal relationships and task performance: An examination of mediation processes in friendship and acquaintance groups.

Collaboration at work: An integrative multilevel conceptualization

Montréal. Il a pour mission la promotion et la valorisation de la recherche. Érudit offre des services d'édition numérique de documents scientifiques depuis 1998. Note : les règles d'écriture des références bibliographiques peuvent varier selon les différents domaines du savoir. Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y compris la reproduction) est assujettie à sa politique d'utilisation que vous pouvez consulter à l'URI

Scientists in Organizations: Productive Climates for Research and Development

Leaders are essential actors in public performance improvement and organizational change. However, a key question has not been adequately addressed in prior literature on the topic: how do leadership processes make a difference? Using data on New York City public schools, this article explores the organizational mechanisms by which a specific form of principal's leadership—transformational leadership—influences objective organizational outcomes as measured by standardized test scores. The empirical results indicate that a principal's transformational leadership style affects student test scores through the mediating effects of purposeful performance information use and stakeholder engagement.

Transformational Leadership and Organizational Processes: Influencing Public Performance

Both cohesiveness and collaboration are identified as co-determinants of group productivity and affective responses of group members. A theoreti cal model detailing the interaction of these variables is presented. Four situations are given that describe the effects of cohesiveness and collab oration on important group, individual, and organizational outcomes. In each case, managerial strategies are discussed that may have beneficial effects on groups low on either or both of the variables. Finally, it is argued that application of group-dynamic models to specific organiza tional settings could improve management practice and performance assessment.

The Effects of Cohesiveness and Collaboration on Work Groups: A Theoretical Model.

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The Effects of Cohesiveness and Collaboration on Work Groups: A Theoretical Model.