Pain or gain? Understanding how trait empathy impacts leader effectiveness following the provision of negative feedback.

Although providing negative performance feedback can enhance employee performance, leaders are sometimes reluctant to engage in this activity. Reflecting this, prior research has identified negative feedback provision as an aversive, yet potentially rewarding, managerial activity. However, little is known about how providing negative feedback impacts the effectiveness of leaders who do so. To shed light on this issue, we develop and test a theoretical model that identifies how leaders' proximal and distal reactions to providing negative feedback are contingent upon their levels of trait empathy. Supporting our theory, results from an experience sampling study indicate that leaders higher in trait empathy report feeling both less attentive and more distressed after providing subordinates with negative feedback, whereas leaders lower in trait empathy report feeling more attentive and less distressed. Attentiveness and distress, in turn, were associated with leaders' daily perceptions of their effectiveness; distress was also associated with leaders' daily enactment of transformational leadership behavior. Results of two subsequent studies focused on single episodes of negative feedback provision revealed that trait empathy amplifies the extent to which feedback recipients' negative emotional reactions impact additional leader effectiveness criteria (e.g., executive functioning and planning/problem-solving), further supporting the need to account for the crucial role of trait empathy in the feedback-provision process. Altogether, our research provides a novel perspective on the feedback-giving process by shifting the focus of theorizing from the recipient to the provider, while challenging current thinking about leader empathy by highlighting its potential downside for leadership. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Human values in the team leader selection process.

The selection process of team leaders is fundamental if the effectiveness of teams is to be guaranteed. Human values have proven to be an important factor in the behaviour of individuals and leaders. The aim of this study is twofold. The first is to validate Schwartz's survey of human values. The second is to determine whether there are any relationships between the values held by individuals and their preferred roles in a team. Human values were measured by the items of the Schwartz Value Survey (SVS) and the preferred roles in a team were identified by the Belbin Self Perception Inventory (BSPI). The two questionnaires were answered by two samples of undergraduate students (183 and 177 students, respectively). As far as the first objective is concerned, Smallest Space Analysis (SSA) was performed at the outset to examine how well the two-dimensional circular structure, as postulated by Schwartz, was represented in the study population. Then, the results of this analysis were compared and contrasted with those of two other published studies; one by Schwartz (2006) and one by Ros and Grad (1991). As for the second objective, Pearson correlation coefficients were computed to assess the associations between the ratings on the SVS survey items and the ratings on the eight team roles as measured by the BSPI.

Human values in the team leader selection process

The selection process of team leaders is fundamental if the effectiveness of teams is to be guaranteed. Human values have proven to be an important factor in the behaviour of individuals and leaders. The aim of this study is twofold. The first is to validate Schwartz’s survey of human values. The second is to determine whether there are any relationships between the values held by individuals and their preferred roles in a team. Human values were measured by the items of the Schwartz Value Survey (SVS) and the preferred roles in a team were identified by the Belbin Self Perception Inventory (BSPI). The two questionnaires were answered by two samples of undergraduate students (183 and 177 students, respectively). As far as the first objective is concerned, Smallest Space Analysis (SSA) was performed at the outset to examine how well the two-dimensional circular structure, as postulated by Schwartz, was represented in the study population. Then, the results of this analysis were compared and contrasted with those of two other published studies; one by Schwartz (2006) and one by Ros and Grad (1991). As for the second objective, Pearson correlation coefficients were computed to assess the associations between the ratings on the SVS survey items and the ratings on the eight team roles as measured by the BSPI (AU)

El proceso de selección de los líderes de los equipos de trabajo es fundamental para garantizar el éxito de estos. Los valores humanos han demostrado ser un factor importante en el comportamiento individual y del líder. Este estudio tiene doble objetivo. El primero es validar el test de valores humanos de Schwartz. El segundo es determinar si existen relaciones entre los valores de los individuos y sus preferencias de rol en el trabajo en equipo. Los valores humanos han sido medidos por los ítems del test de Schwartz (SVS) y las preferencias de roles de trabajo en equipo han sido identificadas por el cuestionario de autopercepción de Belbin (BSPI). Ambos cuestionarios han sido respondidos por una muestra de estudiantes universitarios (183 y 177 estudiantes respectivamente). En relación al primer objetivo se ha llevado a cabo un análisis espacial (SSA) para ver si se adapta a la estructura de dos dimensiones, postulada por Schwartz, en esta población de estudio. A continuación, los resultados obtenidos de este análisis se han comparado y contrastado con dos estudios anteriormente publicados, el de Schwzartz (2006) y el de Ros y Grad (1991). En cuanto al segundo objetivo, se han calculado los coeficientes de correlación de Pearson para evaluar la relación entre los ítems del test SVS y los ocho roles de trabajo en equipo, medidos por el BSPI (AU)