Descriptor
| Power Structure | 2 |
| Social Influences | 2 |
| Career Change | 1 |
| Educational Games | 1 |
| Employee Attitudes | 1 |
| Employees | 1 |
| Experiential Learning | 1 |
| Group Behavior | 1 |
| Group Dynamics | 1 |
| Group Unity | 1 |
| Job Satisfaction | 1 |
| More ▼ | |
Publication Type
| Journal Articles | 2 |
| Reports - General | 2 |
| Reports - Research | 1 |
Education Level
Audience
| Practitioners | 1 |
Location
Laws, Policies, & Programs
Assessments and Surveys
What Works Clearinghouse Rating
Peer reviewedMartin, Thomas N.; Hunt, J.G. – Personnel Psychology, 1980
Three significant process relationships were found: (1) social power affected leader behavior; (2) group cohesiveness affected job satisfaction; and (3) job satisfaction affected intent to leave. Important nonsignificant findings also emerged: (1) leader behavior did not affect intent; and (2) group cohesiveness did not affect intent. (Author)
Descriptors: Career Change, Employee Attitudes, Employees, Group Unity
Peer reviewedNorton, Robert W. – Simulation and Games, 1979
This game focuses on techniques for identifying coalitions or subgroups within larger social systems; and generates a wealth of data that not only serve to dramatize social dynamics, but also can be used to identify the structure of coalitions and the degree to which particular individuals exert interpersonal influence. (Author/CMV)
Descriptors: Educational Games, Experiential Learning, Group Behavior, Group Dynamics
