Individual well-being outcomes like engagement and burnout can have a major impact on employees and their performance. As a result, the organization itself may experience serious repercussions, financial and otherwise. Teams have become ubiquitous within modern organizations, with operations largely consisting of workers that engage in various levels of teamwork. As such, factors of team dynamics might influence well-being outcomes by either improving or exacerbating the occupational health of the employee. Research has demonstrated that team roles are foundational and enacted within every team; however, there is little existing literature assessing the impact of team role alignment on employee well-being. The study herein proposed that team role alignment relates to an individual's level of engagement or burnout. It was hypothesized that a higher degree of alignment relates positively to engagement and negatively to burnout; and conversely, that a lower degree of alignment relates negatively to engagement and positively to burnout. Furthermore, the type of coping that an individual utilizes may serve as a protective factor against team role misalignment, acting to buffer the effects of perceived stress. Results indicate that team role alignment relates positively to engagement and negatively to burnout, as hypothesized. Additionally, the coping style of denial moderates the relationship between team role alignment and engagement. The present work is intended to bring awareness to the impact of team role alignment and may assist in mitigating the potential negative consequences that misalignment may have on the employee, the team, and the organization.

Ever since Andersson and Pearson's seminal work (1999), incivility has become one of the most commonly studied forms of mistreatment in the organizational sciences (Hershcovis, 2011). While research to date has yielded significant findings about the effects of experienced incivility, far less is known about the underlying mechanisms that linked experienced incivility and instigated incivility. Among the limited studies investigating the positively relationship between experienced incivility and instigated incivility, two distinct theoretical frameworks, affective-based perspective and resource-based, were drew upon. And these two perspectives have never been examined in the same model. To this end, I investigated negative affect (affect-based mechanism) as well as rumination and mental fatigue (resource-based mechanism) as parallel mediators of the relationship between experienced incivility and instigated incivility. I also examined the moderating role of hostile attribution bias in the first stage of the parallel mediation. Using longitudinal design, the current study supported only the affect-based pathway but not the resource-based one. The study also found surprising results regarding the role of hostile attribution bias. Implications and future directions were discussed.

This study investigated the mechanisms that facilitate information sharing, specifically, how leader personality may affect leader-employee relationship quality and employee information sharing behavior. Those who share information with their leaders and coworkers contribute more to their team and improve performance on an individual, team, and organizational level (Wang & Noe, 2010). This research examines the relationships between leader personality, employee perceived leader-member exchange quality, and employee information sharing. Responses (n = 81) from undergraduate students who work at least 20 hours a week were used in study analyses. Surveys used to collect data for this study covered employee perception of supervisor personality, leader-member exchange, and information sharing with supervisors. Findings showed that more agreeable and extroverted supervisors are more likely to have employees who engage in information sharing. A finding unique to this study is the support for mediation via employee perceived LMX, where LMX partially explained the relationship between employee perceived supervisor personality and employee-supervisor information sharing.

The workload is one of the dominant stressful factors among the nursing occupation that results in negative consequences at the individual, team, and organizational levels. On the other hand, creativity and innovation can help nurses and organizations to provide better patient care and maintain a competitive edge in a fast dynamic environment. However, this becomes challenging when nurses are exposed to a frequent increase in workload. Within this study, I first examine the form of the relationships between 1) workload (stressor) and creativity (outcome 1); and 2) workload and innovation (outcome 2) to comprehend the optimal conditions to achieve positive results. Second, I utilize positive reappraisal theory to observe the moderating effects of trait mindfulness between the two stressor-outcome relationships. Lastly, I introduce the bandwidth-fidelity principle to understand the breadth and depth of mindfulness and innovation scales. The study used archival data from 100 registered and licensed practical nurses under the state of the Florida Board of Nursing Registry collected as part of a larger intervention project. The curvilinear regression moderated regression, and multiple regression with bivariate correlation analyses were conducted for their respective hypotheses. Results remained inconclusive for the formation of stressor-outcome relationships. Trait mindfulness was positively related to creativity and innovation but was not a significant moderator. Additionally, results indicated different predictive strength for matched and mismatched relations, but the differences were not significant. The present work is intended to bring awareness to the non-linear relationship of workload-creativity and innovation, comprehend the benefits and potential of mindfulness, and extend the use of the bandwidth-fidelity principle in the field of Occupational Health Psychology. Limitations and implications of this study are discussed.

This study attempts to make steps toward filling significant gaps in the followership literature. The study of followership has often been seen through the lens of leaders' ability to impart change in follower behavior. In doing so, the literature has primarily focused on leader behavior as the agent of change rather than acknowledging followers as active agents in their own behaviors. However, some recent research has shown the emergence of followers as the primary focus, even looking at how their actions can change the way leaders act. This research focuses primarily on followership role orientations as mental models which specify the attributes an individual expects good followers to possess. In particular, follower personality traits, core self-evaluations, and self-construal were investigated as antecedents of followership role orientations (co-production and passive). Additionally, the relationship between these role orientations and enacted follower behavior (voice and upward delegation) were examined with task-specific self-efficacy investigated as a moderating variable. While most of the antecedents proved to be significant predictors, some of the coefficient directions were unexpected. Finally, results indicated that both role orientations were significant predictors of voice behavior and upward delegation.

The business and academic worlds agree that team resilience and team adaptation are in increasing need of study. This study explores the behavioral processes of team adaptation—specifically, those action phase and interpersonal processes mapped by Marks, Mathieu, and Zaccaro (2001) and overlapping with the team adaptation model by Burke, Stagl, Salas, Pierce, and Kendall (2006) and expanded by Rosen et al. (2011). Additionally, the impact of trigger type on adaptive behaviors is explored as suggested by Maynard and Kennedy (2016). These explorations are conducted within the context of extreme teams, and the primary method used is Crayne and Hunter's (2018) historiometric analysis (HMA). The chosen sources include crew diaries and new articles detailing the events of the 2014-2015 Volvo Ocean. Critical incidents are pulled from these sources and coded for trigger type as either taskwork- or teamwork-focused, and the adaptive behaviors in response to these triggers are coded in a bottom up, emergent process. The data is reported as rank-ordered frequencies. Results suggest that resilient teams engage in some of those processes suggested by the Marks et al. (2001) framework—coordination, monitoring, communication, and backup—as well as other adaptive behavioral processes. Furthermore, taskwork-focused triggers are seen as resulting in more action phase behavioral adaptation processes, though limited data is found to speak to the mechanisms of teamwork-focused triggers. Future research directions are suggested to include examination of teams of various levels of expertise in both taskwork-specific and generalized teamwork skills.

A manned mission to Mars would be the longest manned mission (both by distance and duration) to date by a considerable margin. Such a mission poses a unique set of challenges to astronaut teams, including extreme levels of isolation and confinement never before experienced by Earth-bound teams. A crucial step in ensuring the team will arrive back on Earth safely is selecting those individuals who are most apt for the job. To facilitate the selection process and development of countermeasures, this work (as part of a larger NASA research grant) involves examining the relationship between personality (Big 5; openness, conscientiousness, extraversion, agreeableness, emotional stability) and the team role sub-dimensions, which are defined as patterns of behavior which comprise team roles, of sociability, task orientation, and dominance. Additionally, I will also examine to what extent enacting team roles (e.g., 'Critic', 'Entertainer', 'Team Player', etc.) ensures mission success, such that more effective teams will distribute team roles as needed. The data for this project was derived from NASA's HERA (Human Exploration Research Analog), a study environment meant to simulate long-duration space exploration missions. In addition to presenting hypotheses and data analyses, implications and future steps will also be addressed.

To date, little research has examined the relationship between territorial work behavior and individual differences in personality. Using hierarchical multiple regression, dimension-level and facet-level personality traits of the HEXACO model of personality were examined to determine whether personality traits predict territorial work behaviors. Based on a sample of 160 workers from Amazon's Mechanical Turk, it was observed that the dimensions of Honesty-Humility, Emotionality, Openness to Experience, and Altruism predicted territorial work behaviors. In addition, facet-level traits from these dimensions, in addition to facets from the Extraversion and Agreeableness dimension, explained variance in each of the territorial behaviors. Furthermore, quantile regression was utilized to examine differences between ordinary least squares regression and quantile regression in order to investigate the utility of quantile regression methods to predict territorial work behaviors and similar constructs. Results from quantile regression analyses provided a more detailed conceptualization compared to OLS regression and found additional regions of significance differing from OLS regression results. These findings, implications, and future research directions are discussed in detail.

The current study leveraged the stressor-emotion model of CWB, the reflective-impulsive model of behavior, and theories of explicit and implicit personality to investigate the roles explicit and implicit aspects of personality, and work stressors have in influencing CWB. The stressor-emotion and reflective-impulsive models suggest that in addition to reflective (i.e., explicit) processes, impulsive (i.e., implicit) processes may also influence CWB because the act can be motivated by negative emotions induced by frustrating working conditions. Theories of personality and motivation suggest that conscientiousness, agreeableness, and emotional stability predict CWB because these traits motivate people to pursue goals that reduce or increase acts of CWB. Explicit and implicit theories of personality suggest that explicit aspects of personality should predict CWB driven by explicit processes, whereas implicit aspects of personality should predict CWB driven by implicit processes. These ideas were tested by examining explicit and implicit conscientiousness, agreeableness, and emotional stability as predictors of CWB, by examining implicit personality's incremental prediction of CWB over explicit personality, and by examining the interactions between implicit personality and work stressors as predictors of CWB. A series of hierarchical regression analyses were conducted using online survey data from 194 participants. The results of this study suggest that CWBs can be influenced by both explicit and implicit aspects of personality; however, in contrast to explicit personality, implicit personality is most likely to influence CWB when individuals experience a high level of work stressors.

Organizations are increasingly looking to hire employees who are willing to take initiative and go above and beyond expectations (Campbell, 2000). To that aim, proactive behaviors have been increasingly considered as a potentially important characteristic of today's workers (Campbell, 2000). With workplaces becoming more decentralized and work becoming increasingly innovative and self-directed, organizations require employees who are able and willing to be proactive (Campbell, 2000; Frese & Fay, 2001). Researchers have found many benefits to proactive behavior, including increases in individual performance and innovation (Seibert, Kraimer, & Crant, 2001; Tornau & Frese, 2013). While proactive behavior may have many benefits, there is some research that suggests, under certain circumstances, proactive behavior may have negative consequences for the enacting employee (Fuller, Marler, Hester, & Otondo, 2015; A. M. Grant, Parker, & Collins, 2009). This study investigated boundary conditions on the relationship between proactive behavior and positive outcomes for enacting employees. Specifically, it looked at the role of employee gender and organizational crisis on leader reactions to proactive behavior. A sample of college students participated in a laboratory experiment, where they role played as managers working with proactive employee confederates. With increased emphasis being placed on proactive behavior in the workplace, it is greatly important to understand conditions in which proactive behavior may be negatively received by leadership. Implications for theory and practice are discussed.