Showing papers by "Philip M. Podsakoff published in 2007"
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TL;DR: This paper examined the effects of feedback sign on group goal setting, strategy development, and task performance in a group word recognition task and found that groups that received negative feedback were less satisfied, these groups set higher goals, developed more strategies, and performed at higher levels than groups who received positive feedback.
Abstract: Previous research on the effects of feedback sign on goal setting and performance at the individual level suggests that individuals who receive negative feedback perform at higher levels and set higher goals than individuals who receive positive feedback. However, little research has been conducted to examine the effects of feedback sign on group goals and performance. The purpose of the present study was to examine the effects of feedback sign on group goal setting, strategy development, and task performance. Fifty-nine, three-person groups participated in a group word recognition task. Groups were exposed to either positive or negative feedback after completing the task. They were then asked to write down their strategies as a group and to perform the task a second time. The results suggested that, although groups that received negative feedback were less satisfied, these groups set higher goals, developed more strategies, and performed at higher level than groups that received positive feedback. Exploratory path analysis of the data also suggested that both feedback sign and performance at Time 1 had an indirect effect on performance through group goals.
54 citations
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TL;DR: In this paper, a hierarchical regression analysis of data from a survey of 195 Taiwanese Ministry of Communications workers indicates that task scope accounts for more unique variance in both the Altruism and Compliance dimensions of OCB than does satisfaction.
Abstract: Research has documented a consistent empirical relationship between satisfaction and Organizational Citizenship Behavior (OCB). Here we aregue the case for why leader behavior (contingent leader reward, supportiveness, and participativeness) and task characteristics might account for such a correlation. Hierarchical regression analysis of data from a survey of 195 Taiwanese Ministry of Communications workers indicates that task scope accounts for more unique variance in both the Altruism and Compliance dimensions of OCB than does satisfaction, whereas leader fairness - composed of the three leader behavior variables - accounts for unique variance only with respect to Altruism.
4 citations
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TL;DR: This article examined whether several situational variables serve as moderators of the effects of leader reward and punishment behaviors for Taiwanese workers, and found that none of the situational variables was found to reverse the positive relationship between leader contingent reward behavior and subordinate performance or satisfaction.
Abstract: This study was designed to examine whether several situational variables serve as moderators of the effects of leader reward and punishment behaviors for Taiwanese workers. Contrary to what would be expected from Kerr and Jermier's (1978) substitutes for leadership model, none of the situational variables was found to reverse (1) the positive relationship between leader contingent reward behavior and subordinate performance or satisfaction, or (2) the generally negative relationship between leader noncontingent punishment behavior and these subordinate criterion variables. Potential limitations of these findings, and their implications for the study of leadership effectiveness across cultures are then discussed.
1 citations