Teaming up Type As and Bs: The Effects of Group Composition on Performance and Satisfaction

Harnessing group composition-related effects in pain management programs: a review and recommendations

Cognitive-behavioral therapy, an effective management strategy for chronic pain, is frequently conducted in groups. Although clinicians often report 'knowing when a group will go well or badly', investigations of the effect that group composition might have on outcomes is lacking. Conceptual models, explanatory theories and experiments have been developed in fields of psychotherapy, organizational, social and educational psychology, but there has been no attempt to take on this issue in our field. The current hypothesis-generating review synthesizes these substantial bodies of literature to identify common themes across fields and integrate them with current concepts of cognitive-behavioral therapy-based pain management. We present a putative conceptual model with testable hypotheses relating to features of each group as a whole, the individuals in that group and the group's leader.

An experimental study about the congruence between type A behavior pattern and type of task

This paper is an experimental study, the basic aim of which is to check whether the congruence between personality characteristics and task characteristics has positive effects for performance and satisfaction on individuals. The results obtained reveal that Type A behavior pattern individuals get better results in cases of congruence than in cases of incongruence, while the performance of Type B behavior pattern individuals is not related to the (in)congruence between personal needs/aims and the task's demands. Besides, we have found that Type A behavior pattern individuals also have greater levels of satisfaction in cases of congruence than in cases of incongruence. However, Type B behavior pattern individuals show the same levels of satisfaction in both cases.

Can opposites attract? Personality heterogeneity in supervisor-subordinate dyads as a predictor of subordinate outcomes

Unlike the majority of research hypothesizing that similarity between individuals results in positive individual outcomes, this article examines whether dissimilarity results in positive outcomes. On the basis of interpersonal interaction theory, the authors hypothesized that dissimilarity in the personality dimension of control within supervisor-subordinate dyads is positively associated with the subordinate's satisfaction with the supervisor; results obtained with polynomial regression techniques were supportive. However, for 2 other outcomes, organizational citizenship behaviors and work withdrawal, neither similarity nor dissimilarity within the dyad was important; subordinate level of control was related to organizational citizenship behaviors reported by subordinates, and supervisor level of control was related to work withdrawal reported by subordinates. These findings portray the importance of examining relationship complexities beyond similarity in organizational dyad research.

Relationship between Citizenship Behaviors and Tendencies to Withdraw among Nigerian Agribusiness Employees

This study examines the effects of diminished levels of citizenship behaviors and Type A behavioral pattern (TABP) on quit intentions and withdrawal behaviors of employees in diverse agricultural occupations. Participants were 191 post-graduate students at the University of Agriculture, in Southwestern Nigeria. Bivariate correlation shows that trait TABP is positively related to employee loyalty and participation. Hierarchical moderated multiple regression results indicate that trait TABP is unrelated to either quit intentions or withdrawal behaviors; loyalty behavior is inversely related to quit intentions and employee participation is negatively related to withdrawal behaviors. Trait TABP moderates the relationship between participation and withdrawal behaviors. The reluctance of an employee to exhibit loyalty and participatory behaviors may be an indication that s/he is willing to leave the job or engage in withdrawal behaviors.