28th International Congress of Psychology August 8 ... - U-netSURF

Katherine Selgrade, Old Dominion University, USA
We describe the results of a five-year study conducted for NASA in the United States. We
examined the performance of 150 Chinese and American teams working in a flight simulation
experiment. Teams consisted of single nationality (all Chinese or all American) or mixed
nationality (Chinese and American) members counterbalanced for national origin of leader. The
impact of national differences on nine components of team process was examined. Significant
differences were found for decision making, situational awareness, communication, and team
coordination. We discuss the influence of cultural values and personality traits as mediating and
moderating variables.
4159.2 A study on the relationships between managers conscientiousness and their job
performance, Zhao Guoxiang 1 , Wang Minghui 2 , 1 Psychology Department of Henan University
Kaifeng, China, 2 Institute of Human Resources Management Jinan University, Guangzhou, China
The purposes of study are to investigate the relationships between managers' conscientiousness
and job performance by using the regression analysis. After surveying 236 managers, the
conclusions are as follows: (1) Managers' conscientiousness do better to the prediction of
contextual performance than to that of task performance, (2) Service tendency and dependability
do good to the predictive effects of interpersonal facilitation, (3) Service tendency, individual
morality and planning do good to the predictive effects of task performance, (4) Individual
morality, planning and achievement tendency are helped for the predictive effects of job
performance.
4159.3 An analysis instrument for diagnosing the project steering competences of the leader of
a project group, Patricia Simon, University of Regensburg, Germany
In this lecture an analysis instrument is presented with which it is possible to diagnose the project
steering competences of the leader of a project group. The instrument is based on a multiple
regression analysis which shows that the leadership functions are in curve linear relationship to the
effectiveness of a group. Therefore, a leader has to avoid to over- or understeer the
problem-solving process. According to this model the effectiveness of a group is at 72%
dependent on the behavior of the leader. Currently, this high variance explanation is tested in a
cross-validation study. First results are referred.
4159.4 Psychological characteristics of dispersed and mobile work, Matti Vartiainen, Marko
Hakonen, Niina Kokko, Helsinki University of Technology, Finland
The number of mobile employees and dispersed organizational units is increasing rapidly. Work in
these units can be compared to co-located work by using seven job requirement categories: task
complexity, distance, mobility, synchronity, temporariness, diversity and mode of interaction.
Working in extreme ends of these dimensions creates new challenges to the theories and models of
organizational behaviour. New challenges are studied by interview and questionnaire data
collected from about sixteen dispersed teams and projects. Differences in internal processes and
group climate of these units are compared based on their differences in the virtual work index
made by combining seven categories.
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