Resume

• 2012

  Member

  Interdisciplinary Network for Group Research

• 2011

  Student Affiliate

  Society for Industrial and Organizational Psychology

  Hideaway Farms Board of Directors

• 2009

  Member

  Academy of Management

  D’Innocenzo

  L.

  Luciano

  M.

  Mathieu

  J.E.

  Maynard

  M.T.

  & Chen

  G. (August 2014). A Multi-level investigation of unit and psychological empowerments combined influences on individual performance. Paper accepted at the Annual Meeting of the Academy of Management (AOM)

  Philadelphia

  Pennsylvania.

  Academy of Management

  Finalist - Wharton People Analytics Conference Research Paper Competition

  Drexel University

  School of Business Hall of Fame

  University of Connecticut

  School of Business

  Best 40 Under 40 Business Professors

  https://poetsandquants.com/2019/04/22/2019-best-40-under-40-professors-lauren-dinnocenzo-drexel-lebow/?pq-category=best-profs&pq-category-2=business-school-news

  Poets & Quants

  Beta Gamma Sigma Business Honor Society

  University of Connecticut

  Course Hero Woodrow Wilson Excellence in Teaching Fellow

  https://woodrow.org/news/course-hero-ww-excellence-teaching-fellows-announced/\n\n“This fellowship was created to honor teachers who go above and beyond what the profession calls for to find innovative ways to teach students lessons that stick with them for a lifetime

  ” said Andrew Grauer

  cofounder and CEO of Course Hero. “This inaugural class of recipients embodies these values of excellence and innovation in teaching

  expanding the walls of the classroom and opening the minds of their students to new ways of learning. We sought to honor excellence in teaching

  and we are incredibly impressed by the applicants for this year’s award.”

  Course Hero-Woodrow Wilson Foundation

  Excellence in Research

  Drexel University

  Athletic Hall of Fame

  Cornell University

  Ph.D.

  Business Management

  Organizational Behavior

  The University of Connecticut

• 2006

  M.S.

  Sport Management

• 2001

  B.A.

  Worked on campus at Cornell Career Services in the Fellowship & Pre-Law Offices. \nStarted four years for the Cornell University Softball Team. \nMember of Societas - Cornell Law Society

  Psychology; Law & Society; Science & Technology

• Microsoft Word

  Teaching

  PowerPoint

  Higher Education

  SPSS

  Research

  Data Analysis

  Curriculum Design

  Project Management

  Microsoft Excel

  Leadership

  Leadership Development

  Statistics

  Public Speaking

  A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

  D’Innocenzo

  L.

  Mathieu

  J.E.

  Maynard

  M.T.

  Chen

  G.

  & Marshall

  D. (2012). A Cross-Level\nInvestigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance. Academy of Management Conference Best Paper Proceedings.

  A Cross-Level Investigation of the Influence of Unit-Level Leadership Climate and Processes on Individuals’ Psychological Empowerment and Performance.

  Matt Dean

  John Mathieu

  Travis Maynard

  Journal of Applied Psychology

  Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes

  a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably

  evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly

  using a multiwave

  time-lagged design

  we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniques

  our findings provide support for the conventional positive correlation between empowerment and subsequent performance. Moreover

  accounting for the temporal stability of variables over time

  we found support for empowerment levels as positive influences on subsequent changes in performance. Finally

  we also found support for the reciprocal relationship

  as performance levels were shown to relate positively to changes in empowerment over time. Theoretical and practical implications of the reciprocal psychological empowerment–performance relationships are discussed.

  Modeling time-lagged reciprocal psychological empowerment – performance relationships

  This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness. We suggest that the entrained rhythms featured in social entrainment theory act as a dual-edged sword with the potential to\ngenerate complacency detriments in addition to the commonly cited synchronization benefits. We argue that the manifestation and influence of the countervailing forces (i.e.

  synchronization and complacency) on the STTS experience – team effectiveness relationship will depend on salient\ntask characteristics (i.e.

  frequency and difficulty). More specifically

  frequently performed tasks create conditions for complacency to manifest (generating an inverted-U shaped relationship between STTS experience – team efficiency)

  whereas infrequently performed tasks do not (generating\na positive

  linear relationship). We further this distinction by layering on task difficulty that

  we posit

  acts to amplify the respective negative and positive consequences. Analyses of archival data from 8

  236 surgeries performed over one year at a large hospital located in the southwestern region of the United States were consistent with our hypotheses and 30 semi-structured interviews with operating room personnel added richness and precision to our theory. Ancillary analyses on patient post-surgery\nrecovery rate yielded additional insights. Implications and future directions are discussed.

  Exploring the dark side of shared team experiences: Unpacking the influence of entrained rhythms and task characteristics.

  Gilson

  L. L.

  Lim

  H. S.

  D'Innocenzo

  L. and Moye

  N. (2012)

  One Size Does Not Fit All: Managing Radical and Incremental Creativity. The Journal of Creative Behavior

  46: 168–191.

  One Size Does Not Fit All: Managing Radical and Incremental Creativity.

  Gilad Chen

  M. Travis Maynard

  John Mathieu

  Psychological empowerment has been studied extensively over the past few decades in a variety of contexts and appears to be especially salient within dynamic and complex environments such as healthcare. However

  a recent meta-analysis found that psychological empowerment relationships vary significantly across studies

  and there is still a rather limited understanding of how empowerment operates across levels. Accordingly

  we advance and test a multi-level model of empowerment which seeks to better understand the unique and synergistic effects between unit and individual empowerment in hospital units. Analysis of data involving 544 individuals in 78 units

  collected from multiple sources over three different time periods

  revealed that unit empowerment evidenced a synergistic interaction with individual-level psychological empowerment as related to individuals' job performance

  as well as an indirect effect on performance via individual empowerment

  while controlling for previous performance levels. Notably

  these effects were significant at relatively high

  but not at relatively low levels of unit empowerment. Furthermore

  we found that unit voice climate increased unit empowerment and thereby enhanced individual psychological empowerment. These findings suggest that

  in complex and dynamic environments

  empowering work units is an important means by which leaders can enhance individuals' performance.

  Empowered to Perform: A multi-level investigation of the influence of empowerment on performance in hospital units

  John Mathieu

  M. Travis Maynard

  This study examined factors that affect individuals’ intentions to remain with their current organization

  as well as team-level

  manager-rated effectiveness

  using a sample of 78 teams from a large grocery store chain within the Baltic region. The results suggest that team interpersonal processes play a key mediating role in facilitating both outcomes. Specifically

  interpersonal processes had a positive effect on manager-rated team effectiveness. Furthermore

  the quality of team interpersonal processes had a significant positive impact on employees’ commitment to the organization

  which

  in turn

  was found to enhance employees’ intention to remain in that organization. Similarly

  professional familiarity served as a salient antecedent of team interpersonal processes. This study

  thus

  offers evidence of the multilevel importance of interpersonal processes as a critical driver of both team- and individual-level outcomes.

  A multi-level examination of the impact of team interpersonal processes.

  John Mathieu

  Current Issues in Work and Organizational Psychology: Time and Work (vol. 1).

  Mathieu

  J.E.

  D’Innocenzo

  L.

  & Kukenberger

  M.R. (2014). Time and Teams. Shipp

  A. & Fried

  Y. (Eds). Current Issues in Work and Organizational Psychology: Time and Work (vol. 1). Psychology Press.\n

  Time and Teams

  Modeling reciprocal team cohesion-performance relationships

  as impacted by shared leadership and members’ competence.

  Despite the lengthy history of team cohesion–performance research

  little is known about their reciprocal relationships over time. Using meta-analysis

  we synthesize findings from 17 CLP design studies

  and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. We then used longitudinal data from 205 members of 57 student teams who competed in a complex business simulation over 10 weeks

  to test: (a) whether team cohesion and performance were related reciprocally over multiple time periods

  (b) the relative magnitude of those relationships

  and (c) whether they were stable over time. We also considered the influence of team members’ academic competence and degree of shared leadership on these dynamics. As anticipated

  cohesion and performance were related positively

  and reciprocally

  over time. However

  the cohesion → performance relationship was significantly higher than the performance → cohesion relationship. Moreover

  the cohesion → performance relationship grew stronger over time whereas the performance → cohesion relationship remained fairly consistent over time. As expected

  shared leadership related positively to team cohesion but not directly to their performance; whereas average team member academic competence related positively to team performance but was unrelated to team cohesion. Finally

  we conducted and report a replication using a second sample of students competing in a business simulation. Our earlier substantive relationships were mostly replicated

  and we illustrated the dynamic temporal properties of shared leadership. We discuss these findings in terms of theoretical importance

  applied implications

  and directions for future research.

  Modeling reciprocal team cohesion-performance relationships

  as impacted by shared leadership and members’ competence.

  John Mathieu

  Using 50 effect sizes from both published and unpublished studies (team n = 3

  198)

  we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model

  we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically

  as compared to studies that conceptualized and employed assessments of overall shared leadership from members (i.e.

  an aggregation approach)

  network conceptions and measures of shared leadership evidenced higher effect sizes. Both network density and (de)centralization approaches to the study of shared leadership–performance relations exhibited significant and higher effect sizes than did the aggregation-based studies. Analyses also revealed lower average effect sizes when the sample studied was in the classroom/lab as compared to the field. Task complexity significantly moderated the shared leadership

  with lower effect sizes observed with more complex tasks. No significant influence of team task interdependence was observed. We highlight the relative value of employing social network theories and measures as compared to aggregate theories and measures of shared leadership. Directions for future research and application are discussed.

  A Meta-Analysis of Shared Leadership – Team Performance Relations

  Contextual Issues in Project Performance: A Multi-Level Perspective.

  John Mathieu

  The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press

  Mathieu

  J.E.

  D’Innocenzo

  L.

  & Kukenberger

  M.R. (2015). Contextual Issues in Project Performance: A Multi-Level Perspective. Chiocchio

  F.

  Kelloway

  E.K

  Hobbs

  B. (Eds). The Psychology and Management of Project Teams: An Interdisciplinary View. Oxford University Press.

  Contextual Issues in Project Performance: A Multi-Level Perspective.

  D'Innocenzo

  University of Connecticut

  Drexel University LeBow College of Business

  Georgetown University

  Georgetown University

  University of Connecticut

  Storrs

  CT

  Research interests include organizational teams

  team processes

  shared leadership

  and cross-level models of team effectiveness.

  Ph.D. Candidate

  Greater Philadelphia Area

  Drexel University LeBow College of Business