Dr. Monzani is an Assistant Professor of Organizational Behavior at Ivey Business School (Western University). Previously, he was a lecturer in Leadership at the Graduate School of Management of Plymouth University (United Kingdom). Also, he is an associate researcher at both the Institute for Organizational Development and Quality of Work Life of the University of Valencia (Spain) and the and Center for Leadership and Behavior in Organizations at Goethe University (Frankfurt, Germany). Dr. Monzani completed a two-year postdoctoral fellowship at the Ian O. Ihnatowycz Institute for Leadership at the Ivey Business School of Western Ontario University (Canada). He holds a Ph.D. in Psychology of Human Resources by the University of Valencia and is an Erasmus Mundus Master in Work, Organizational, and Personnel Psychology.His research interest lies within advanced concepts in organizational behavior, such as exemplary leadership, commitment to lead, and other topics bridging neuropsychology with Organizational behavior. Whenever possible, Lucas Monzani combines his research activities with his professional practice as an executive consultant. He has extensive experience in wide array of topics of corporate life, such as leadership potential assessment Phone: +15196612111 Ext 84148 Address: Ivey Business School at Western University Rm 2359 1255 Western Rd., N6G 0N1 London, Ontario Canada
ObjectivesTo investigate whether citizens’ adherence to health-protective non-pharmaceutical inte... more ObjectivesTo investigate whether citizens’ adherence to health-protective non-pharmaceutical interventions (NPIs) during the COVID-19 pandemic is predicted by identity leadership, wherein leaders are perceived to create a sense of shared national identity.DesignObservational two-wave study. Hypotheses testing was conducted with structural equation modelling.SettingData collection during the COVID-19 pandemic in China, Germany, Israel and the USA in April/May 2020 and four weeks later.ParticipantsAdults in China (n=548, 66.6% women), Germany (n=182, 78% women), Israel (n=198, 51.0% women) and the USA (n=108, 58.3% women).MeasuresIdentity leadership (assessed by the four-item Identity Leadership Inventory Short-Form) at Time 1, perceived shared national identification (PSNI; assessed with four items) and adherence to health-protective NPIs (assessed with 10 items that describe different health-protective interventions; for example, wearing face masks) at Time 2.ResultsIdentity leaders...
ObjectiveThe aim was to compare the effects between pre‐pandemic mask‐free living versus pandemic... more ObjectiveThe aim was to compare the effects between pre‐pandemic mask‐free living versus pandemic‐related continuous mask use.MethodsA retrospective study was carried out. This study was conducted with 542 face mask users. Assessments included presence, frequency and impact of headache, temporomandibular disorders, and quality of life (QoL).ResultsContinuous mask use had a large main effect on headache, temporomandibular pain, and QoL (p < .0001; d = 1.25), but this effect was nuanced by mask type. Participants who declared suffering from headache increased by 84% with cloth masks, and by 25% with FFP2 masks. Temporomandibular pain increased by 50% and by 39% when wearing surgical masks and FFP2, respectively (p < .06; d = .19). The mask type did not nuance the effect on headache impact (p > .05; d = .06). QoL decreased regardless of mask type (p < .05; d = .21), the decrease being 38% for surgical masks, and 31% for either cloth or FFP2 masks.ConclusionsContinuous mask ...
ders' facilitation of teamwork is important for the promotion of work processes that drive te... more ders' facilitation of teamwork is important for the promotion of work processes that drive team innovation. We propose that by serving as identity leaders who create and cultivate a shared sense of 'we' and 'us' leaders foster better leader–member exchange relationships (LMX) and that LMX in turn will relate to greater engagement in innovative behaviors among team members. To test this proposition we conducted a survey with a heterogeneous employee sample (N=1185) from four countries (the US, Australia, Finland, Norway) that largely support our hypotheses. More specifically, results show that occupying a leadership position, or working with a leader who displays identity leadership behaviors significantly predicted individuals' innovative work behavior. Our findings also suggest that the effectiveness of crafting a "sense of us" in the team and "making us matter" within identity leadership is particularly important. This work underscores t...
The COVID-19 global pandemic will likely change how organizations conduct business. For example, ... more The COVID-19 global pandemic will likely change how organizations conduct business. For example, a white paper from McKinsey claims that flexible and remote work arrangements (e.g., “working-from-home”) will become increasingly frequent in the “new normal” that will follow the COVID-19 pandemic. Our work is motivated by the premise that in a post-pandemic workplace, traditional management practices like unilaterally assigning goals and displaying contingent rewarding behaviors will likely be replaced by positive management practices. In this context, positive management practices include allowing employees to self-set their goals and displaying authentic leadership behaviors while managing them. However, whether these positive management practices are more efficient in sustaining performance is unknown. Our study benchmarked positive management practices against traditional management practices in a remote work environment, using three individual performance metrics: goal attainment...
The COVID-19 global pandemic will likely change how organizations
conduct business. For example, ... more The COVID-19 global pandemic will likely change how organizations conduct business. For example, a white paper from McKinsey claims that flexible and remote work arrangements (e.g., “working-from-home”) will become increasingly frequent in the “new normal” that will follow the COVID-19 pandemic. Our work is motivated by the premise that in a post-pandemic workplace, traditional management practices like unilaterally assigning goals and displaying contingent rewarding behaviors will likely be replaced by positive management practices. In this context, positive management practices include allowing employees to self-set their goals and displaying authentic leadership behaviors while managing them. However, whether these positive management practices are more efficient in sustaining performance is unknown. Our study benchmarked positive management practices against traditional management practices in a remote work environment, using three individual performance metrics: goal attainment, goal commitment, and perceived task efficacy. In a panel laboratory experiment consisting of a baseline measurement and two work sessions, we randomly assigned participants to an authentic vs. transactional leadership condition (amateur actor recording) and one of three possible goal-setting types (assigned, self-set, “do-your-best”). Our results show that participants in the authentic leadership and self-set goals condition outperformed all other experimental conditions. Further, a post hoc analysis revealed a serial mediation effect of (a) goal attainment and (b) goal commitment at time 1 on perceived task efficacy reports at time 2.
International Journal of Environmental Research and Public Health, 2022
Understanding the physical, functional, mental, and nutritional attributes of canoe polo athletes... more Understanding the physical, functional, mental, and nutritional attributes of canoe polo athletes is essential for training and development. Forty-three canoe polo athletes (mean age: 21.54 +/- 6.03) participated in the study and were assessed for: anthropometric measurements, exercise motivation, eating habits, adherence to the Mediterranean Diet, and physical and functional abilities. Correlation and multivariate analysis were conducted. Individual performance in a rowing task showed body mass index (beta = 0.41) and female gender (beta = 0.34) to be the strongest anthropometric predictors, whereas body fat (beta = -0.35) and triceps brachii skinfold fatty tissue (beta = -0.35) were the strongest negative predictors. Pushing strength (beta = 0.37) and range of motion with internal rotation (beta = 0.30) were the strongest physical predictors. The physical dimension of the Exercise Motivation Index was a significant psychosocial predictor (beta= 0.27). Senior participants had a higher waist–hip ratio (p = 0.04, d = 0.66), arm circumference (p = 0.03, d = 0.68), handgrip strength (p < 0.01, d = 1.27), and push strength (p < 0.01, d = 1.42) than under 21-year-olds. Understanding the highlighted sport-specific characteristics of canoe polo athletes can help trainers to design programs at all levels to optimize performance.
In the present study, we complement role congruity theory with insights from the Social Identity ... more In the present study, we complement role congruity theory with insights from the Social Identity Model of Leadership. We propose that especially female leaders benefit from team prototypicality, i.e., being representative of the group they are leading. We assume that team prototypicality shifts the comparative frame away from higher-order categories like gender and leader roles to more concrete team-related properties and thereby reduces disadvantages for female leader that stem from the incongruity between the leader role and the female gender role stereotypes. Further, this effect should affect both (female) leaders themselves and their perception by their followers. Building on previous research, we predict, first, lower authentic leadership behavior for female than male leaders. Second, that team prototypicality positively relates to authentic leadership and trust in leader. Third, that team prototypicality has stronger relations to authentic leadership and trust in leader for female compared to male leaders. We tested assumptions in a randomized online experiment (Study 1, N = 315) and a cross-sectional survey study (Study 2, N = 300). We did not find consistent support for the assumed gender differences in authentic leadership. But our results (both in manifest and in latent analyses) show that team prototypicality-both self-perceived (Study 1) and as perceived by employees (Study 2)-is related to more authentic leadership and more trust in leader (Study 2) and that these relations are stronger for female than for male leaders. Furthermore, we tested in Study 2 an extended model including follower's job satisfaction as the final follower outcome affected via team prototypicality, leader gender, authentic leadership, and trust in leader. Thereby, we found that team prototypicality has direct and indirect effects on job satisfaction as carried through authentic leadership and trust in leader, respectively. Together, the results of both studies support our assumptions and show that female leaders can reduce role incongruity barriers through high team prototypicality. Implications for future research and practical implications of these results for gender equality are discussed.
International Journal of Environmental Research and Public Health
Do leaders who build a sense of shared social identity in their teams thereby protect them from t... more Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017...
The purpose of this study was to investigate which social groups are perceived as a threat target... more The purpose of this study was to investigate which social groups are perceived as a threat target and which are perceived as a threat source during the COVID-19 outbreak. In a German sample (N = 1454) we examined perceptions of social groups ranging from those that are psychologically close and smaller (family, friends, neighbors) to those that are more distal and larger (people living in Germany, humankind). We hypothesized that psychologically closer groups would be perceived as less affected by COVID-19 as well as less threatening than more psychologically distal groups. Based on social identity theorizing, we also hypothesized that stronger identification with humankind would change these patterns. Furthermore, we explored how these threat perceptions relate to adherence to COVID-19 health guidelines. In line with our hypotheses, latent random-slope modelling revealed that psychologically distal and larger groups were perceived as more affected by COVID-19 and as more threatening than psychologically closer and smaller groups. Including identification with humankind as a predictor into the threat target model resulted in a steeper increase in threat target perception patterns, whereas identification with humankind did not predict differences in threat source perceptions. Additionally, an increase in threat source perceptions across social groups was associated with more adherence to health guidelines, whereas an increase in threat target perceptions was not. We fully replicated these findings in a subgroup from the original sample (N = 989) four weeks later. We argue that societal recovery from this and other crises will be supported by an inclusive approach informed by a sense of our common identity as human beings.
Innovation is considered essential for today’s organizations to survive and thrive. Researchers h... more Innovation is considered essential for today’s organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers’ innovative work behavior (FIB). Yet despite a large amount of research, three areas remain understudied: (a) the relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high vs. low on collectivism. Power distance did not influence the relations.
ObjectivesTo investigate whether citizens’ adherence to health-protective non-pharmaceutical inte... more ObjectivesTo investigate whether citizens’ adherence to health-protective non-pharmaceutical interventions (NPIs) during the COVID-19 pandemic is predicted by identity leadership, wherein leaders are perceived to create a sense of shared national identity.DesignObservational two-wave study. Hypotheses testing was conducted with structural equation modelling.SettingData collection during the COVID-19 pandemic in China, Germany, Israel and the USA in April/May 2020 and four weeks later.ParticipantsAdults in China (n=548, 66.6% women), Germany (n=182, 78% women), Israel (n=198, 51.0% women) and the USA (n=108, 58.3% women).MeasuresIdentity leadership (assessed by the four-item Identity Leadership Inventory Short-Form) at Time 1, perceived shared national identification (PSNI; assessed with four items) and adherence to health-protective NPIs (assessed with 10 items that describe different health-protective interventions; for example, wearing face masks) at Time 2.ResultsIdentity leaders...
ObjectiveThe aim was to compare the effects between pre‐pandemic mask‐free living versus pandemic... more ObjectiveThe aim was to compare the effects between pre‐pandemic mask‐free living versus pandemic‐related continuous mask use.MethodsA retrospective study was carried out. This study was conducted with 542 face mask users. Assessments included presence, frequency and impact of headache, temporomandibular disorders, and quality of life (QoL).ResultsContinuous mask use had a large main effect on headache, temporomandibular pain, and QoL (p < .0001; d = 1.25), but this effect was nuanced by mask type. Participants who declared suffering from headache increased by 84% with cloth masks, and by 25% with FFP2 masks. Temporomandibular pain increased by 50% and by 39% when wearing surgical masks and FFP2, respectively (p < .06; d = .19). The mask type did not nuance the effect on headache impact (p > .05; d = .06). QoL decreased regardless of mask type (p < .05; d = .21), the decrease being 38% for surgical masks, and 31% for either cloth or FFP2 masks.ConclusionsContinuous mask ...
ders' facilitation of teamwork is important for the promotion of work processes that drive te... more ders' facilitation of teamwork is important for the promotion of work processes that drive team innovation. We propose that by serving as identity leaders who create and cultivate a shared sense of 'we' and 'us' leaders foster better leader–member exchange relationships (LMX) and that LMX in turn will relate to greater engagement in innovative behaviors among team members. To test this proposition we conducted a survey with a heterogeneous employee sample (N=1185) from four countries (the US, Australia, Finland, Norway) that largely support our hypotheses. More specifically, results show that occupying a leadership position, or working with a leader who displays identity leadership behaviors significantly predicted individuals' innovative work behavior. Our findings also suggest that the effectiveness of crafting a "sense of us" in the team and "making us matter" within identity leadership is particularly important. This work underscores t...
The COVID-19 global pandemic will likely change how organizations conduct business. For example, ... more The COVID-19 global pandemic will likely change how organizations conduct business. For example, a white paper from McKinsey claims that flexible and remote work arrangements (e.g., “working-from-home”) will become increasingly frequent in the “new normal” that will follow the COVID-19 pandemic. Our work is motivated by the premise that in a post-pandemic workplace, traditional management practices like unilaterally assigning goals and displaying contingent rewarding behaviors will likely be replaced by positive management practices. In this context, positive management practices include allowing employees to self-set their goals and displaying authentic leadership behaviors while managing them. However, whether these positive management practices are more efficient in sustaining performance is unknown. Our study benchmarked positive management practices against traditional management practices in a remote work environment, using three individual performance metrics: goal attainment...
The COVID-19 global pandemic will likely change how organizations
conduct business. For example, ... more The COVID-19 global pandemic will likely change how organizations conduct business. For example, a white paper from McKinsey claims that flexible and remote work arrangements (e.g., “working-from-home”) will become increasingly frequent in the “new normal” that will follow the COVID-19 pandemic. Our work is motivated by the premise that in a post-pandemic workplace, traditional management practices like unilaterally assigning goals and displaying contingent rewarding behaviors will likely be replaced by positive management practices. In this context, positive management practices include allowing employees to self-set their goals and displaying authentic leadership behaviors while managing them. However, whether these positive management practices are more efficient in sustaining performance is unknown. Our study benchmarked positive management practices against traditional management practices in a remote work environment, using three individual performance metrics: goal attainment, goal commitment, and perceived task efficacy. In a panel laboratory experiment consisting of a baseline measurement and two work sessions, we randomly assigned participants to an authentic vs. transactional leadership condition (amateur actor recording) and one of three possible goal-setting types (assigned, self-set, “do-your-best”). Our results show that participants in the authentic leadership and self-set goals condition outperformed all other experimental conditions. Further, a post hoc analysis revealed a serial mediation effect of (a) goal attainment and (b) goal commitment at time 1 on perceived task efficacy reports at time 2.
International Journal of Environmental Research and Public Health, 2022
Understanding the physical, functional, mental, and nutritional attributes of canoe polo athletes... more Understanding the physical, functional, mental, and nutritional attributes of canoe polo athletes is essential for training and development. Forty-three canoe polo athletes (mean age: 21.54 +/- 6.03) participated in the study and were assessed for: anthropometric measurements, exercise motivation, eating habits, adherence to the Mediterranean Diet, and physical and functional abilities. Correlation and multivariate analysis were conducted. Individual performance in a rowing task showed body mass index (beta = 0.41) and female gender (beta = 0.34) to be the strongest anthropometric predictors, whereas body fat (beta = -0.35) and triceps brachii skinfold fatty tissue (beta = -0.35) were the strongest negative predictors. Pushing strength (beta = 0.37) and range of motion with internal rotation (beta = 0.30) were the strongest physical predictors. The physical dimension of the Exercise Motivation Index was a significant psychosocial predictor (beta= 0.27). Senior participants had a higher waist–hip ratio (p = 0.04, d = 0.66), arm circumference (p = 0.03, d = 0.68), handgrip strength (p < 0.01, d = 1.27), and push strength (p < 0.01, d = 1.42) than under 21-year-olds. Understanding the highlighted sport-specific characteristics of canoe polo athletes can help trainers to design programs at all levels to optimize performance.
In the present study, we complement role congruity theory with insights from the Social Identity ... more In the present study, we complement role congruity theory with insights from the Social Identity Model of Leadership. We propose that especially female leaders benefit from team prototypicality, i.e., being representative of the group they are leading. We assume that team prototypicality shifts the comparative frame away from higher-order categories like gender and leader roles to more concrete team-related properties and thereby reduces disadvantages for female leader that stem from the incongruity between the leader role and the female gender role stereotypes. Further, this effect should affect both (female) leaders themselves and their perception by their followers. Building on previous research, we predict, first, lower authentic leadership behavior for female than male leaders. Second, that team prototypicality positively relates to authentic leadership and trust in leader. Third, that team prototypicality has stronger relations to authentic leadership and trust in leader for female compared to male leaders. We tested assumptions in a randomized online experiment (Study 1, N = 315) and a cross-sectional survey study (Study 2, N = 300). We did not find consistent support for the assumed gender differences in authentic leadership. But our results (both in manifest and in latent analyses) show that team prototypicality-both self-perceived (Study 1) and as perceived by employees (Study 2)-is related to more authentic leadership and more trust in leader (Study 2) and that these relations are stronger for female than for male leaders. Furthermore, we tested in Study 2 an extended model including follower's job satisfaction as the final follower outcome affected via team prototypicality, leader gender, authentic leadership, and trust in leader. Thereby, we found that team prototypicality has direct and indirect effects on job satisfaction as carried through authentic leadership and trust in leader, respectively. Together, the results of both studies support our assumptions and show that female leaders can reduce role incongruity barriers through high team prototypicality. Implications for future research and practical implications of these results for gender equality are discussed.
International Journal of Environmental Research and Public Health
Do leaders who build a sense of shared social identity in their teams thereby protect them from t... more Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017...
The purpose of this study was to investigate which social groups are perceived as a threat target... more The purpose of this study was to investigate which social groups are perceived as a threat target and which are perceived as a threat source during the COVID-19 outbreak. In a German sample (N = 1454) we examined perceptions of social groups ranging from those that are psychologically close and smaller (family, friends, neighbors) to those that are more distal and larger (people living in Germany, humankind). We hypothesized that psychologically closer groups would be perceived as less affected by COVID-19 as well as less threatening than more psychologically distal groups. Based on social identity theorizing, we also hypothesized that stronger identification with humankind would change these patterns. Furthermore, we explored how these threat perceptions relate to adherence to COVID-19 health guidelines. In line with our hypotheses, latent random-slope modelling revealed that psychologically distal and larger groups were perceived as more affected by COVID-19 and as more threatening than psychologically closer and smaller groups. Including identification with humankind as a predictor into the threat target model resulted in a steeper increase in threat target perception patterns, whereas identification with humankind did not predict differences in threat source perceptions. Additionally, an increase in threat source perceptions across social groups was associated with more adherence to health guidelines, whereas an increase in threat target perceptions was not. We fully replicated these findings in a subgroup from the original sample (N = 989) four weeks later. We argue that societal recovery from this and other crises will be supported by an inclusive approach informed by a sense of our common identity as human beings.
Innovation is considered essential for today’s organizations to survive and thrive. Researchers h... more Innovation is considered essential for today’s organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers’ innovative work behavior (FIB). Yet despite a large amount of research, three areas remain understudied: (a) the relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high vs. low on collectivism. Power distance did not influence the relations.
Uploads
Papers by Lucas Monzani
conduct business. For example, a white paper from McKinsey claims that
flexible and remote work arrangements (e.g., “working-from-home”) will
become increasingly frequent in the “new normal” that will follow the
COVID-19 pandemic. Our work is motivated by the premise that in a
post-pandemic workplace, traditional management practices like unilaterally assigning goals and displaying contingent rewarding behaviors will likely be replaced by positive management practices. In this context, positive management practices include allowing employees to self-set their goals and displaying authentic leadership behaviors while managing them. However, whether these positive management practices are more efficient in sustaining performance is unknown. Our study benchmarked positive management practices against traditional management practices in a remote work environment, using three individual performance metrics: goal attainment, goal commitment, and perceived task efficacy. In a panel laboratory experiment consisting of a baseline measurement and two work sessions, we randomly assigned participants to an authentic vs. transactional leadership condition (amateur actor recording) and one of three possible goal-setting
types (assigned, self-set, “do-your-best”). Our results show that participants in the authentic leadership and self-set goals condition outperformed all other experimental conditions. Further, a post hoc analysis revealed a serial mediation effect of (a) goal attainment and (b) goal commitment at time 1 on perceived task efficacy reports at time 2.
motivation, eating habits, adherence to the Mediterranean Diet, and physical and functional abilities. Correlation and multivariate analysis were conducted. Individual performance in a rowing task showed body mass index (beta = 0.41) and female gender (beta = 0.34) to be the strongest anthropometric predictors, whereas body fat (beta = -0.35) and triceps brachii skinfold fatty tissue (beta = -0.35) were the strongest negative predictors. Pushing strength (beta = 0.37) and range of motion with internal rotation (beta = 0.30) were the strongest physical predictors. The physical dimension of the Exercise Motivation Index was a significant psychosocial predictor (beta= 0.27). Senior participants had a higher waist–hip ratio (p = 0.04, d = 0.66), arm circumference (p = 0.03, d = 0.68), handgrip strength (p < 0.01, d = 1.27), and push strength (p < 0.01, d = 1.42) than under 21-year-olds. Understanding the highlighted sport-specific characteristics of canoe polo athletes can help trainers to design programs at all levels to optimize performance.
conduct business. For example, a white paper from McKinsey claims that
flexible and remote work arrangements (e.g., “working-from-home”) will
become increasingly frequent in the “new normal” that will follow the
COVID-19 pandemic. Our work is motivated by the premise that in a
post-pandemic workplace, traditional management practices like unilaterally assigning goals and displaying contingent rewarding behaviors will likely be replaced by positive management practices. In this context, positive management practices include allowing employees to self-set their goals and displaying authentic leadership behaviors while managing them. However, whether these positive management practices are more efficient in sustaining performance is unknown. Our study benchmarked positive management practices against traditional management practices in a remote work environment, using three individual performance metrics: goal attainment, goal commitment, and perceived task efficacy. In a panel laboratory experiment consisting of a baseline measurement and two work sessions, we randomly assigned participants to an authentic vs. transactional leadership condition (amateur actor recording) and one of three possible goal-setting
types (assigned, self-set, “do-your-best”). Our results show that participants in the authentic leadership and self-set goals condition outperformed all other experimental conditions. Further, a post hoc analysis revealed a serial mediation effect of (a) goal attainment and (b) goal commitment at time 1 on perceived task efficacy reports at time 2.
motivation, eating habits, adherence to the Mediterranean Diet, and physical and functional abilities. Correlation and multivariate analysis were conducted. Individual performance in a rowing task showed body mass index (beta = 0.41) and female gender (beta = 0.34) to be the strongest anthropometric predictors, whereas body fat (beta = -0.35) and triceps brachii skinfold fatty tissue (beta = -0.35) were the strongest negative predictors. Pushing strength (beta = 0.37) and range of motion with internal rotation (beta = 0.30) were the strongest physical predictors. The physical dimension of the Exercise Motivation Index was a significant psychosocial predictor (beta= 0.27). Senior participants had a higher waist–hip ratio (p = 0.04, d = 0.66), arm circumference (p = 0.03, d = 0.68), handgrip strength (p < 0.01, d = 1.27), and push strength (p < 0.01, d = 1.42) than under 21-year-olds. Understanding the highlighted sport-specific characteristics of canoe polo athletes can help trainers to design programs at all levels to optimize performance.