Hector P Madrid
Biographic Data
| ID | 172832 |
|---|---|
| NAME | Hector P Madrid |
| GIVEN NAMES | Hector P |
| FAMILY NAME | Madrid |
| SIGNATURE | MADRID H P |
| AFFILIATIONS | School of Business Universidad Adolfo Ibáñez Santiago Chile |
| ORCID | 0000-0003-1925-6156 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 17 |
| AUTHOR COUNT | 8 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2013 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 2 |
Team affective tone and team performance: The role of team member silence and teamness
In this article, we draw on the affect substitution theoretical hypothesis to propose that team positive and negative affective tones are associated with team performance through team member silence behavior, depending on the degree of teamness within teams. Teamness refers to team resources associated with a shared vision, interdependence, reflexivity, autonomy, boundedness, and clear roles. Thus, when these resources are absent (low teamness), …
Late Again? A Cross-Cultural Comparison of Meeting Lateness Frustration by Punctual Attendees
Workplace meetings are often used to help accomplish individual, group, team, and organizational goals. Despite the relatively common occurrence of meeting lateness in U.S.-American samples, less is known regarding other cultural contexts. Following Conservation of Resources theory, we expect that employees from different cultures should experience meeting lateness as a legitimate stressor. Cross-cultural theory suggests that organizational pract…
Creativity as a Function of Daydreaming and Cognitive Demands at Work: The Role of Openness to Experience and Neuroticism Personality States
Recent research in organizational behavior has begun to focus on the role of daydreaming in the workplace, which refers to the spontaneous shift of attention from the external environment to internally generated thoughts. Emergent research suggests that daydreaming evolving from cognitive demands at work may serve as a precursor to creativity. However, despite this incipient interest, whether, how, and why different forms of cognitive demands lea…
A valence and arousal circumplex examination of affect and creativity at work
Whether and how affect is related to creativity is a central inquiry in work and organizational psychology. Research has demonstrated that, in general, both positive and negative feelings have the potential to foster the development of novel ideas in the workplace. Nevertheless, drawing on core affect theory, we argue that in addition to affective valence, arousal of feelings should also be taken in account, using a circumplex approach for a comp…
Leader interpersonal emotion regulation motives, group leader–member exchange, and leader effectiveness in work groups
Recent research has shown that leader interpersonal emotion regulation is a relevant process for fostering desirable work outcomes. Expanding knowledge on this stream of research, here we argue that to have a complete view of the influence of leader interpersonal emotion regulation, the motives underlying the regulation behavior, namely, egocentric or prosocial, should also be taken into account. We draw on the informational function of interpers…
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
Does leader-affective presence influence communication of creative ideas within work teams
Affective presence is a novel, emotion-related personality trait, supported in experimental studies, concerning the extent to which a person makes his or her interaction partners feel the same way (Eisenkraft & Elfenbein, 2010). Applying this concept to an applied teamwork context, we proposed that team-leader-affective presence would influence team members' communication of creative ideas. Multilevel modeling analysis of data from a survey study…
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model
This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high‐activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experie…
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model
This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high‐activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experie…
Creativity as a Function of Daydreaming and Cognitive Demands at Work: The Role of Openness to Experience and Neuroticism Personality States
Recent research in organizational behavior has begun to focus on the role of daydreaming in the workplace, which refers to the spontaneous shift of attention from the external environment to internally generated thoughts. Emergent research suggests that daydreaming evolving from cognitive demands at work may serve as a precursor to creativity. However, despite this incipient interest, whether, how, and why different forms of cognitive demands lea…
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
A valence and arousal circumplex examination of affect and creativity at work
Whether and how affect is related to creativity is a central inquiry in work and organizational psychology. Research has demonstrated that, in general, both positive and negative feelings have the potential to foster the development of novel ideas in the workplace. Nevertheless, drawing on core affect theory, we argue that in addition to affective valence, arousal of feelings should also be taken in account, using a circumplex approach for a comp…
Leader interpersonal emotion regulation motives, group leader–member exchange, and leader effectiveness in work groups
Recent research has shown that leader interpersonal emotion regulation is a relevant process for fostering desirable work outcomes. Expanding knowledge on this stream of research, here we argue that to have a complete view of the influence of leader interpersonal emotion regulation, the motives underlying the regulation behavior, namely, egocentric or prosocial, should also be taken into account. We draw on the informational function of interpers…
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model
This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high‐activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experie…
Does leader-affective presence influence communication of creative ideas within work teams
Affective presence is a novel, emotion-related personality trait, supported in experimental studies, concerning the extent to which a person makes his or her interaction partners feel the same way (Eisenkraft & Elfenbein, 2010). Applying this concept to an applied teamwork context, we proposed that team-leader-affective presence would influence team members' communication of creative ideas. Multilevel modeling analysis of data from a survey study…
Leader interpersonal emotion regulation motives, group leader–member exchange, and leader effectiveness in work groups
Recent research has shown that leader interpersonal emotion regulation is a relevant process for fostering desirable work outcomes. Expanding knowledge on this stream of research, here we argue that to have a complete view of the influence of leader interpersonal emotion regulation, the motives underlying the regulation behavior, namely, egocentric or prosocial, should also be taken into account. We draw on the informational function of interpers…
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
A valence and arousal circumplex examination of affect and creativity at work
Whether and how affect is related to creativity is a central inquiry in work and organizational psychology. Research has demonstrated that, in general, both positive and negative feelings have the potential to foster the development of novel ideas in the workplace. Nevertheless, drawing on core affect theory, we argue that in addition to affective valence, arousal of feelings should also be taken in account, using a circumplex approach for a comp…
Team affective tone and team performance: The role of team member silence and teamness
In this article, we draw on the affect substitution theoretical hypothesis to propose that team positive and negative affective tones are associated with team performance through team member silence behavior, depending on the degree of teamness within teams. Teamness refers to team resources associated with a shared vision, interdependence, reflexivity, autonomy, boundedness, and clear roles. Thus, when these resources are absent (low teamness), …
Late Again? A Cross-Cultural Comparison of Meeting Lateness Frustration by Punctual Attendees
Workplace meetings are often used to help accomplish individual, group, team, and organizational goals. Despite the relatively common occurrence of meeting lateness in U.S.-American samples, less is known regarding other cultural contexts. Following Conservation of Resources theory, we expect that employees from different cultures should experience meeting lateness as a legitimate stressor. Cross-cultural theory suggests that organizational pract…
Creativity as a Function of Daydreaming and Cognitive Demands at Work: The Role of Openness to Experience and Neuroticism Personality States
Recent research in organizational behavior has begun to focus on the role of daydreaming in the workplace, which refers to the spontaneous shift of attention from the external environment to internally generated thoughts. Emergent research suggests that daydreaming evolving from cognitive demands at work may serve as a precursor to creativity. However, despite this incipient interest, whether, how, and why different forms of cognitive demands lea…
Psychology (7 works) · Job Satisfaction and Organizational Behavior (6 works) · Social Psychology (6 works) · Social Psychology (6 works) · Creativity in Education and Neuroscience (4 works) · Personality (3 works) · Team Dynamics and Performance (3 works) · Work (physics (3 works) · Big Five personality traits (2 works) · Cognition (2 works)