Training Team Performance-Related Assertiveness

    Authors

    K. A. SmithJentsch; E. Salas;D. P. Baker

    Comments

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    Abbreviated Journal Title

    Pers. Psychol.

    Keywords

    COCKPIT MANAGEMENT ATTITUDES; GENDER DIFFERENCES; BEHAVIOR; DIMENSIONS; ORGANIZATIONS; CRITERION; VALIDITY; QUALITY; GIRLS; ACTS; Psychology, Applied; Management

    Abstract

    The present paper extends the existing literature on assertiveness in a way that supports industrial training as well as the selection of individuals for team positions. Data are reported from three studies that examined determinants of team performance-related assertiveness. First, data from 149 college students demonstrated that assertiveness consists of multiple dimensions which were not all related to performance in a team decision-making task. Second, data obtained from 225 business students indicated that correlations among self-report measures and peer ratings of the same assertive responses assigned by intact team members varied according to the interpersonal context (i.e., personal, stranger, work related) in which scale items were framed. Third, data from 60 college students suggested that team performance-related assertiveness has a significant skill component. Whereas both attitudinally focused and skill-based training improved attitudes toward team member assertiveness, practice and feedback were essential to producing behavioral effects. Implications for selection and team training are discussed.

    Journal Title

    Personnel Psychology

    Volume

    49

    Issue/Number

    4

    Publication Date

    1-1-1996

    Document Type

    Article

    Language

    English

    First Page

    909

    Last Page

    936

    WOS Identifier

    WOS:A1996VY10800005

    ISSN

    0031-5826

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