Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
Workers have different pacing styles, which are defined as how workers distribute their effort over time to complete a task. Some workers prefer a high rate of initial effort, some choose a medium rate of consistent effort, and others enjoy a high rate of effort near the task’s due date. Furthermore, shared mental models among workers help reduce stress and increase performance by keeping everyone on the same page. As a result, it is predicted that discrepancies between leader and follower pacing styles may be one unshared mental model that positively relates to individual stress, negatively relates to individual performance, and negatively relates to group performance. To test these hypotheses, previously collected data from a high fidelity aviation simulation lab will be analyzed. This lab includes a leader who manages several followers to safely coordinate flights. If the aforementioned hypotheses are supported, then pacing styles may be important to consider with Leader-Member Exchange Theory. This theory posits that leaders and followers share a relationship built upon growth through work. If the leader and follower have different approaches to work, though, the leader-follower relationship could be strained. To further understand the leader-follower dynamic, this study’s variables are encouraged to be considered.
Date
October 2019
Subject
Industrial and organizational psychology
Document Type
posters
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by/4.0/
Included in
Leader-follower pacing style discrepancies and their relationships with individual stress and performance
Workers have different pacing styles, which are defined as how workers distribute their effort over time to complete a task. Some workers prefer a high rate of initial effort, some choose a medium rate of consistent effort, and others enjoy a high rate of effort near the task’s due date. Furthermore, shared mental models among workers help reduce stress and increase performance by keeping everyone on the same page. As a result, it is predicted that discrepancies between leader and follower pacing styles may be one unshared mental model that positively relates to individual stress, negatively relates to individual performance, and negatively relates to group performance. To test these hypotheses, previously collected data from a high fidelity aviation simulation lab will be analyzed. This lab includes a leader who manages several followers to safely coordinate flights. If the aforementioned hypotheses are supported, then pacing styles may be important to consider with Leader-Member Exchange Theory. This theory posits that leaders and followers share a relationship built upon growth through work. If the leader and follower have different approaches to work, though, the leader-follower relationship could be strained. To further understand the leader-follower dynamic, this study’s variables are encouraged to be considered.
Department
University of Tennessee at Chattanooga. Dept. of Psychology