Match!
Eean R. Crawford
University of Iowa
19Publications
7H-index
2,506Citations
Publications 19
Newest
#1Sal Mistry (SMU: Southern Methodist University)H-Index: 1
#2Ozias Moore (Lehigh University)
Last.Enver Yticesan (Ad: INSEAD)H-Index: 26
view all 23 authors...
Source
1 CitationsSource
Last.Chester S. SpellH-Index: 16
view all 17 authors...
As the workforce becomes increasingly diverse, researchers interested in groups and diversity have endeavored to understand the implication of various team compositions in work organizations. One major stream of inquiry examines group faultlines (i.e., hypothetical dividing lines that may split a group into subgroups based on one or more attributes) and their influence on team processes, emergent states, and outcomes. However, most studies examine faultline influences at the group level, with le...
Source
#1Bruce Louis RichH-Index: 9
#2Jeffrey A. LePineH-Index: 19
Last.Eean R. CrawfordH-Index: 7
view all 3 authors...
Source
#1Greg L. Stewart (VA: United States Department of Veterans Affairs)H-Index: 26
#2Stacy L. Astrove (VA: United States Department of Veterans Affairs)H-Index: 2
Last.Samantha L. Solimeo (VA: United States Department of Veterans Affairs)H-Index: 10
view all 5 authors...
We use a convergent parallel mixed methods approach to explore barriers to the successful implementation of a team-based empowerment initiative within the Veterans Health Administration. Although previous research has suggested that leaders often actively obstruct empowerment initiatives, little is known about the reasons behind and effects of such hindering. Using a longitudinal quasi-experimental design, we support a hypothesis that higher-status physician leaders are less successful than lowe...
4 CitationsSource
#1Pat Downes (RU: Rutgers University)
#2Scott E. Seibert (UO: University of Oregon)H-Index: 2
Last.Eean R. Crawford (UI: University of Iowa)H-Index: 7
view all 3 authors...
Social cognitive theory suggests that working with higher performers should influence individual job performance because observing others promotes learning effective performance strategies and self- efficacy. However, social comparison theory suggests there are negative self-evaluations that accompany upward comparisons to higher performers. Although in certain conditions these comparisons can positively influence performance, they are likely to negatively influence self-efficacy and performance...
Source
#1Marcie A. LePine (ASU: Arizona State University)H-Index: 1
#2Yiwen Zhang (HKU: University of Hong Kong)H-Index: 5
Last.Bruce Louis Rich (CSUSM: California State University San Marcos)H-Index: 9
view all 4 authors...
We develop and test a theoretical model that explores how individuals appraise different types of stressful job demands and how these cognitive appraisals impact job performance. The model also explores how charismatic leaders influence such appraisal and reaction processes, and, by virtue of these effects, how leaders can influence the impact of stressful demands on their followers’ job performance. In Study 1 (n = 74 U.S. Marines), our model was largely supported in hierarchical linear modelin...
48 CitationsSource
#1Daniel D. Goering (UI: University of Iowa)H-Index: 3
#2Eean R. Crawford (UI: University of Iowa)H-Index: 7
Last.Amy E. Colbert (UI: University of Iowa)H-Index: 21
view all 4 authors...
Drawing on social learning theory we test trust in the leader as a mediator of leader humility on extra-role performance outcomes. Hierarchical linear modeling was used to test the cross-level effects of leader humility on individual- level follower performance using a sample of 177 workers nested within 17 supervisor-led teams at a manufacturing firm. Results indicate trust as one mediator of leader humility on follower performance. Specifically, results suggest that humble leaders lower the le...
Source
#1Brooke R. BuckmanH-Index: 4
#2Eean R. CrawfordH-Index: 7
Last.Yiwen ZhangH-Index: 5
view all 4 authors...
1 Citations
#1Patrick E. Downes (RU: Rutgers University)H-Index: 5
#2Sheryl L. Walter (UI: University of Iowa)H-Index: 4
Last.Eean R. Crawford (UI: University of Iowa)H-Index: 7
view all 3 authors...
Social network centrality plays a key role in individuals’ work performance. While actual network centrality has long been theorized to impact individuals, we propose that actors’ perceived central...
1 CitationsSource
12