SAGE Journal Articles
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Abstract: This study examines previously untested variables that influence social loafing in professional and technical communication group projects by determining the influence of communication quality and task cohesion on social loafing. A set-up factors model, which included group size, peer review, project scope, and method of team formation, was also tested for means of comparison. The results indicated the communication quality and task cohesion model significantly reduced social loafing, explaining 53% of the variance in social loafing. The model of set-up factors only explained about 4% of the variance. The article discusses instructional strategies that foster quality communication to reduce loafing.
Journal Article 2: Griffith, J., Connelly, S., & Thiel, C. (2011). Leader deception influences on leader-member exchange and subordinate organizational commitment. Journal of Leadership & Organizational Studies, 18, 508–521.
Abstract: Deception is a common and daily occurrence in organizations. Despite this, little is known about how leader deception influences follower perceptions and commitment to the leader and the broader organization. This laboratory experiment uses a low-fidelity simulation task to investigate the effects of leader deception on follower perceptions of leader–member exchange (LMX) and follower commitment to the organization. Moderating effects of financial outcomes that resulted from deception, or who gained from deception, were also tested. Results showed negative effects of leader deception on follower LMX perceptions and affective commitment. Leader financial gain worsened the effects of leader deception on LMX compared with organizational financial gain. Implications of these findings are discussed.