By P Vink; Jussi Kantola
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Extra info for Advances in occupational, social, and organizational ergonomics
1969) The Science of the Artificial. : MIT Press Suchman, L. (1997) Centers of Coordination: A Case and some Themes. In L. B. Resnick, R. Säljö, C. Pontecorvo, & B. Burge’s (Eds) Discourse, Tools, and Reasoning: Essays on Situated Cognition. Berlin: Springer-Verlag Sundblad, Y. (2000) From Utopia 1981 to Utopia 2008. In T. Binder, J. Löwgren & L. Malmborg’s (Eds) (Re)Searching the Digital Bauhaus, pp. 13-42. London: Springer-Verlag Ltd Ullmark, P. (1996) Förändringsarbete. Erfarenheter från att utveckla system och organisation.
2002). Higher levels of team member competence may require less effort by the formal leader for assuring information use in problem solving, but he or she is still needed to support information search and structuring. , in press a,b). The conceptual framework offered by the substitutes for leadership model may prove particularly helpful in disentangling leadership and coordination because it allows evaluating preconditions for team effectiveness at different levels. From the perspective of the formal leader, the ability of a team for shared or distributed leadership becomes a substitute for his or her leadership (Day, Gronn & Salas, 2006).
However, Aj may reject Ai’s request because it is unwilling (an indication of negative benevolence) or incapable (an indication of negative ability) to help Ai. Besides, it is also possible that Aj accepts Ai’s request but does not complete the task successfully, which is an indication of Aj’s negative ability and negative integrity. The values of Aj’s intended ability, integrity, and benevolence all range between 0 and 1 in the model. Ai’s experience with Aj’s ability, integrity, and benevolence may deviate from Aj’s intended values, due to the misunderstanding between Ai and Aj.
Advances in occupational, social, and organizational ergonomics by P Vink; Jussi Kantola