24 research outputs found
The influence of groups and alcohol consumption on individual risk-taking
© 2017 Elsevier B.V. Background: Research addressing the influence of alcohol and groups on risky behaviour has yielded contradictory findings regarding the extent to which intoxicated groups exaggerate or minimise risk-taking. Previous work has examined the effect of intoxication on risk-taking focusing on collective group decision-making, and to date the influence of alcohol consumption and groups on individual risk-taking has yet to be explored experimentally. The current study therefore examined the impact of intoxication and groups on individual risk-taking. Methods In a mixed design, 99 social drinkers (62 female) attended an experimental session individually (N = 48) or in groups of three (N = 51). Individuals completed the study in isolation while groups were tested in the same room. Participants completed two behavioural measures of risk-taking: Balloon Analogue Risk Task (BART) and Stoplight Task (SLT), both before and following consumption of an alcoholic (0.6 g/kg males, 0.5 g/kg females) or a placebo beverage. Results Those who participated in groups took significantly more risks in both tasks than those in isolation. Alcohol did not increase risk-taking on either risk-taking tasks. However, those who consumed placebo were significantly less risky on the SLT, compared to baseline. No interactions were found between context and beverage on risk-taking. Conclusion The findings do not support a combined effect of alcohol and groups on individual risk-taking. Rather, results indicate that risk-taking behaviour is influenced by peer presence regardless of alcohol consumption. Targeting the influence of groups (above those of alcohol) may hold promise for reducing risk-taking behaviours in drinking environments
Negotiator style and influence in multiâparty negotiations: exploring the role of gender
Learning to lead from outsiders. The value of career communities as a source of external peer coaching
Purpose â An increasingly popular method of facilitating employee and leadership development is via a career community (Parker et al., 2004), where individuals self-organize to obtain career support. This study was driven by the following research question: how do external peer coaching groups â which are a form of career community â impact leadership development? The purpose of this paper is to report the findings of a research study that examined one such career community focussed on providing peer coaching for managers in business organizations. The authors conducted in-depth interviews with participants who attended a leadership development program that was based on harnessing a career community for the purpose of peer coaching. The authors report the results of the study and its implications for leadership development programs. Design/methodology/approach â The authors chose a qualitative methodology to conduct this exploratory examination, where the authors conducted in-depth interviews with participants in a unique leadership development program which involved peer group coaching supplemented by one-on-one personal coaching. A key reason for adopting a qualitative methodology was that the authors were looking for a deeper understanding of intervieweesâ perceptions and experiences regarding peer coaching. The first component of the leadership program involved eight peer coaching sessions over a 12-month period. Participants met in small, exclusive groups â typically in cohorts of seven to eight peers, but as many as 12 peers â every six weeks to discuss a variety of topics relevant to their jobs and stage of career and to provide each other with peer coaching and advice. Each group was comprised of people from different organizations. Sessions were led by a facilitator and lasted three hours each. The authors conducted in-depth interviews with 17 graduates of the program. The sample comprised 14 women and three men. Interviews were audio taped and transcribed verbatim and then analyzed using thematic analysis (King, 2004) to identify the key themes in intervieweesâ experiences of the respective program. Findings â Thematic interpretation of participantsâ responses yielded the following four major themes: first, the value of a learning community; second, the utility of a formal approach to peer coaching; third, the value of diversity and âexternalityâ; and fourth, the value of an open learning environment (each fully described in the manuscript). The study revealed that external peer coaching and personal coaching deliver distinct types of value as part of a complete leadership development program. Research limitations/implications â This was a case study and specific to one leadership development program. Consequently, the authors cannot necessarily generalize the findings. Practical implications â The findings draw critical attention to the major contribution that learning communities can make toward leadership development. Although many leadership development programs assume that âleadershipâ is best learned from top leaders (e.g. Presidents and CEOs), organizations can acquire unique benefits by leveraging the concept of peer coaching, which can produce substantial results by having managers at the same organizational level learn from each other. In addition, the study underscores the potential value of external sources of peer coaching and leader development. Organizations may further maximize such benefits by sending their mid and senior-level managers to external peer coaching programs, which can deliver unique value in addition to any internal leadership development initiatives. Social implications â This study underscores the need to better bridge the gap between two literatures â careers and leadership development. Career scholars explore the activities involved in developing careers (e.g. career communities) and leadership development scholars explore activities involved in developing leaders. This study demonstrates the value of integrating knowledge from both these literatures to suggest that learning communities can impact leadership development in significant and positive ways. Originality/value â This study makes a novel contribution to the literature addressing leadership development. It draws attention to the use of career communities for leadership development â an issue which has largely been ignored. In addition, while much of the extant research has focussed on either academic or student participants, the study focussed on business professionals. Few studies have examined the use of peers from outside organizations to serve as coaches for leadership development
Gender Influences as an Impediment to Knowledge Sharing: When Men and Women Fail to Seek Peer Feedback
Do My Contributions Matter? The Influence of Imputed Expertise on Member Involvement and Self-Evaluations in the Work Group
Effects of gender role and task content on performance in same-gender dyads: Transactive memory as a potential mediator
An examination of the impact of macro context on women CEOs in the hospitality industry
An extensive body of research has studied the antecedents and outcomes of gender differences at the workplace. The differential returns in objective career success (deïŹned by promotions and salary) have been primarily attributed to indi-vidual and organizational factors. Yet, other than the effects of national culture and state interventions to promote gender equity (such as board quotas) on womenâs status, we know to a less extent the impact of macro context on the gender gap. In particular, we study the effects of the federal regulation Sarbanes-Oxley Act (SOX) which followed one of the largest accounting fraud scandals worldwide (i.e. Enron in 2001). We also study the 2008 ïŹnancial meltdown crisis (following the bankruptcy of Lehman Brothers) on the position and pay of female CEOs. Using Standard & Poorâs (S&P) Executive Compensation database (Execucomp) from 1992 to 2011, we found that SOX led to an increase in women serving as CEOs. However, neither the federal act nor the ïŹnancial meltdown had an effect on the total compensation of CEOs. This evidence suggests that the gender pay gap remains constant regardless of particular events happening in the macro context