Olav Kjellevold Olsen

Anxiety, Stress, & Coping Doi: https://doi.org/10.1080/10615806.2023.2293165

Background and Objectives Drawing on affective events theory, the present study investigates relationships between daily interpersonal conflicts and negative and positive affective reactions, and tested whether trait neuroticism moderates immediate (same day) and persisting (next-day) affective reactions. Design and Methods A sample of 53 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 1590). Results As predicted, the findings showed that cadets reported more negative affect (but not less positive affect) on days they were confronted with affective events that were of a conflicting nature. In addition, the proposed interaction effects between daily conflict and neuroticism were significant for both negative and positive affect. Specifically, the immediate and persistent effects of daily conflicts on negative affect were strongest for individuals high (vs. low) in neuroticism. Moreover, individuals high in neuroticism reported less positive affect on days with conflicts, whereas individuals low in neuroticism reported more positive affect the two days following interpersonal conflicts. Conclusions The findings contribute to affective events theory with important knowledge about the role of trait neuroticism in dealing with interpersonal conflicts in a natural work setting.

European Management Journal 41(5) Doi: https://doi.org/10.1016/j.emj.2022.04.004

This study uses the full-range leadership model to argue that on days when leaders engage in transformational leadership behaviors, they identify follower strengths and stimulate followers to show personal initiative. We propose that transformational leadership is related to follower work engagement and performance through follower strengths use and personal initiative. Moreover, we hypothesize that followers' personal initiative is most effective when followers use their strengths. A total of 57 Norwegian naval cadets filled out a diary booklet for 30 days (response = 72.6%; n = 1242). Multilevel modeling analyses largely supported our hypotheses. On the days when leaders used transformational leadership behaviors such as intellectual stimulation and individual consideration, followers were more likely to use their strengths and take initiative. These behaviors, in turn, predicted next-day work engagement and next-day job performance. Moreover, followers’ personal initiative was particularly related to work engagement when strengths use was high rather than low. We discuss how these findings contribute to the leadership literature by showing how leaders inspire their followers to lead themselves. In addition, we elaborate on the practical implications for leadership training.

Journal of Vocational Behavior 133 Doi: https://doi.org/10.1016/j.jvb.2022.103691

In the present study, we integrate Person-Organization (P-O) fit and Job Demands-Resources theories to argue that P-O fit (i.e., value congruence between person and organization) is a key resource that facilitates the accumulation and activation of situational job resources. We hypothesize that P-O fit strengthens the well-established positive relationship between job autonomy and job performance. Measures of objective P-O fit were obtained for 43 Norwegian naval cadets before embarking on a training mission onboard a sailing ship. During the mission, we measured daily self-reported autonomy as well as peer-rated task and contextual performance for 30 consecutive days. As predicted, the results of multilevel modeling analyses showed that the relationship between daily autonomy and (a) next- (but not same-) day task performance, and (b) next- (and same-) day contextual performance is stronger positive for individuals high (vs. low) in P-O fit. Moreover, effects of the daily autonomy – P-O fit interaction were noticeable on performance several days after. We discuss the theoretical and practical implications of these findings.

Applied Psychology 72(3) Doi: https://doi.org/10.1111/apps.12410

Building on the three-way model of workplace bullying and its underlying theories, this study investigates the role of trait anger and trait anxiety in the link between daily interpersonal conflicts and daily exposure to bullying behaviors. Using a quantitative diary study design, we approached 57 military naval cadets participating in a tall-ship voyage across the Atlantic, from Europe to North America, in 2017. They responded to a questionnaire on a daily basis over a period of 30 days—yielding 1428 measurement points. Prior to the voyage, participants also responded to a general questionnaire including measures of trait anger and trait anxiety. As hypothesized, multilevel analyses showed positive main effects of daily interpersonal conflicts on interpersonal conflicts the next day and exposure to bullying behaviors the same day. However, daily involvement in interpersonal conflicts did not predict exposure to bullying behaviors the next day. Moreover, and in support of the hypothesized moderating effects, trait anger (but not trait anxiety) interacted positively with daily interpersonal conflicts in the prediction of interpersonal conflicts the next day as well as exposure to bullying behaviors the same day. The study suggests that interpersonal conflicts persist and have an immediate effect on exposure to bullying behaviors and that this is particularly the case for individuals high (vs. low) on trait anger. We discuss how these findings contribute to the three-way model of workplace bullying, as well as possible practical implications.

Fagbokforlaget

Frontiers in Psychology 13 Doi: https://doi.org/10.3389/fpsyg.2022.857318

Whereas previous research has focused on the link between (mental and physical) workload and task performance, less is known about the intervening mechanisms influencing this relationship. In the present study, we test the moderating roles of daily recovery and total sleep time in the relationship between work pressure and daily task performance. Using performance and recovery theories, we hypothesized that (a) work pressure relates positively to daily task performance, and that both (b) daily recovery in the form of psychological detachment and relaxation, and (c) total sleep time independently enhance this relationship. Our hypotheses were tested in a 30-day diary study with 110 officer cadets on a cross-Atlantic voyage on a Naval sail ship. The results of multilevel modeling lend support to all three hypotheses. Taken together, our findings suggest that recovery and sleep duration between shifts play a key role in the relationship between daily work pressure and task performance. We discuss the implications of these findings for the stressor-detachment model.

Frontiers in Psychology 12 Doi: https://doi.org/10.3389/fpsyg.2021.702347

The Big Five theory suggests that five components in teamwork are essential for team effectiveness in stressful environments. Furthermore, three coordinating mechanisms are claimed to be decisive to upholding and informing vital teamwork processes. Although much research has been conducted into the Big Five theory and its components, to the best of our knowledge, no study has yet been made of the relative importance of the three mechanisms and their impact on team effectiveness. Also, only a few studies have tried to investigate whether the components and the coordinating mechanisms are trainable. This study aims to make a theoretical contribution to the part of the theory focusing on the coordinating mechanisms. Secondly, it investigates whether training can improve team performance. Working in teams of two, 166 police officers participated in a simulated operational scenario. Correlational analyses indicated that all Big Five teamwork behaviors and coordinating mechanisms relate to external ratings of team performance. Only the mechanisms of Closed Loop Communication (CLC) and Shared Mental Model (SMM) predicted performance indicators, with SMM predicting above and beyond the effect of CLC. No effect of the training program was found. The study provides new evidence in a police situation that the most important coordinating mechanism of the Big Five theory is that of shared mental models, which in turn has consequences for the type of training needed.

Scandinavian Journal of Military Studies 4(1) p. 13-25 Doi: https://doi.org/10.31374/sjms.58

The aim of the present study was to learn more about the content of leadership ideals among Norwegian military officers, and to what degree such ideals influence the officers’ actual leadership practice. We have also explored possible generational differences between generation X officers (born between 1965 and 1980) and generation Y officers (born between 1980 and 1998) related to leadership ideals. The sample consisted of 117 younger and 91 older Norwegian officers. The ideals framing the study were operationalized as authentic leadership (AL), portrayed in the literature as an ideal form of leadership. The results showed that the officers in both generations perceived all dimensions of AL as ideal. Younger officers, however, perceived an internalized moral perspective and balanced processing as less ideal than their older colleagues. No relationship between AL ideals and practice was found for the sample, after controlling for the effect of self-evaluations. However, the results indicated a positive influence of ideals among the young officers. These results are discussed in relation to the existing literature and practical implications. Suggestions for future studies are also outlined.

International Journal of Stress Management 28(4) p. 245-255 Doi: https://doi.org/10.1037/str0000170

Frontiers in Psychiatry 12 Doi: https://doi.org/10.3389/fpsyt.2021.591038

A central task in military leadership is to take care of one's followers, which presupposes knowledge about relevant risk factors. Very little research has focused on the risks of developing problematic gaming behavior during military service. The present study tries to bridge this gap by assessing prevalence rates and associated risk factors of problem gaming in a sample of Norwegian conscripts across two time-points: at the beginning and end of duty. The sample comprised 2,555 individuals aged 18–24 years. A total of 1,017 (39.8%) completed the questionnaire at Time 1, ~1 month after starting the military service. Respondents who completed the first wave, at enrollment, were invited to participate in wave two, after completing their service. At Time 2, 259 (25.5%) participants responded. The prevalence rates of gaming addiction were 0.5% at Time 1 and 4.6% at Time 2, while problem gaming use was reported by 4.8% of the sample at Time 1 and 8.1% of the sample at Time 2. Paired sample t-tests revealed an overall significant increase in the mean scores on the Gaming Addiction Scale from T1 (M = 0.86, SD = 1.35) to T2 (M = 1.31, SD = 2.14), t = −2.40, p < 0.05. According to the reliable change index, 17.1% of the sample showed a reliable negative change, whereas 8.3% exhibited a reliable positive change in gaming addiction scores. However, no psychological variables measured at T1 (loneliness, boredom proneness-Internal, boredom proneness-External, anxiety, depression, game addiction, and time spent gaming) were related to attrition (from T1 to T2), or worsening of game addiction, while a positive relationship was observed between boredom proneness-External and reduced gaming addiction from T1 to T2. In sum, we observed a tendency toward a negative change in gaming behaviors during military service which may complicate the soldiers' reintegration into civilian life after their service. More research is needed to assess potential gaming problems in the Military.

Safety Science 138(June) p. 1-8 Doi: https://doi.org/10.1016/j.ssci.2020.105100

The leadership literature suggests that passive leadership undermines employee safety performance; because passive leadership behavior signals that the leader is not committed to organizational safety goals. We tested this hypothesis and investigated the role of two possible moderators, moral disengagement and intolerance of uncertainty. Participants were 78 naval cadets who responded to daily surveys during a 30 days voyage on board of a sailing ship (N occasions is 2166 for H1 and 1910 for H2– H4). The results of multilevel analyses showed as expected that a substantial portion (49%) of the daily safety non-compliance was caused by variation within each crewmember from day to day, and that an increase in daily passive avoidant leadership was related to increased daily safety non-compliance. More unexpectedly, those crewmembers high (and not low) on moral disengagement and intolerance of uncertainty were less influenced by passive avoidant leadership in terms of daily safety violations. Several explanations for the results are discussed.

European Management Journal 39(4) p. 1-11 Doi: https://doi.org/10.1016/j.emj.2020.09.011

The present study integrates the work environment hypothesis and the effort-reward imbalance model to argue that work-related antecedents of workplace bullying are moderated by the day-to-day leadership practices of one’s immediate leader. Specifically, we propose that individuals’ daily experiences of work pressure are positively related to their daily experiences of bullying-related negative acts. Moreover, we claim that this relationship is weaker on days when those individuals report high (vs. low) levels of transformational leadership behaviour, and stronger on days when they report high (vs. low) levels of laissez-faire leadership behaviour. To test these three hypotheses, we asked 61 naval cadets on a tall ship sailing from Northern Europe to North America to fill out a diary questionnaire for 36 days yielding 1509 observations. The results of multilevel analyses supported our hypothesis of a positive relationship of cadets’ daily reports of work pressure with their daily reports of bullying-related negative acts. In addition, laissez-faire leadership behaviour (but not transformational leadership behaviour) moderated the work pressure–bullying-related negative acts relationship. Our findings support the assumption that laissez-faire leadership is an important component in the development of conflict escalation and workplace bullying, while transformational leadership is not. We discuss theoretical as well as practical implications of these findings.

Journal of Vocational Behavior 122 p. 1-13 Doi: https://doi.org/10.1016/j.jvb.2020.103478

This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions.

Frontiers in Psychology 11:2013 Doi: https://doi.org/10.3389/fpsyg.2020.02013

Background: Workplace bullying is an important and prevalent risk factors for health impairment, reduced workability and lowered efficiency among both targets and observers. Development and tests of effective organizational intervention strategies are therefore highly important. The present study describes the background, design, and protocol of a cluster randomized controlled trial evaluating the effectiveness of an organization-wide intervention on preventing workplace bullying with a focus on promoting active and constructive bystander behavior. The main overarching goal is to develop an easy to use and standardized organizational intervention based on theory and research in the role of bystanders in bullying situations with the potential of reducing the prevalence of workplace bullying. The theoretical framework of the study is theory of planned behavior (TPB; Ajzen, 1991). Methods/Design: Using a full randomized control trial (RCT) design, this project will empirically test the outcomes of an intervention program targeting bullying and harassment as the main distal outcomes and perceived behavioral control and helping behavior among bystanders as the main proximal outcome. A 1-year cluster randomized controlled design will be utilized, in which controls will also receive the intervention. About 1,500 workers from two different locations of a Norwegian industrial company will be randomized into one intervention group and two control groups with at least 400 workers in each group. A survey will be conducted electronically. With a total of three assessments over 10–12 months, the time interval between the measurement times will be 4 months. Thus, the data collection will take place at baseline, completion of the intervention and at 4 months follow-up. Discussion: This study primarily aims to develop, implement, and evaluate an intervention based on the abovementioned features with the ultimate aim of reducing the prevalence of workplace bullying, by awareness raising and training of bystanders. Manager involvement and involvement of the union representative and the elected health and safety representatives is an important feature of the program. Results of the intervention study will provide important information regarding the effectiveness of preventive interventions against workplace bullying when focusing on bystanders, particularly so regarding the role of bystander awareness, bystander self-efficacy, and bystander behavioral control on the one hand and the prevalence of bullying and harassment on the other.

Frontiers in Psychology 10 Doi: https://doi.org/10.3389/fpsyg.2019.02921

Many critical and unexpected situations are handled by people that have never met. In the literature, development of immediate trust has been identified as a prerequisite for such temporary groups and leadership to function well. Limited experimental research has studied what leadership stimulates immediate trust between strangers. The present study investigate how four leadership styles, combining autocratic or democratic leadership behavior with low or high emotional stability, is related to immediate trust in a leader displayed through a 45-s video vignette of a car accident. A sample of 280 adults, randomly assigned to one of four conditions (1, autocratic/stable; 2, autocratic/unstable; 3, democratic/stable; 4, democratic/unstable) rated immediate trust after watching the vignette. The results show that autocratic and emotionally stable leaders were on average rated higher on immediate trust than all other leadership styles, after controlling for generalized trust.

Personality and Individual Differences 153(15) Doi: https://doi.org/10.1016/j.paid.2019.109635

A hardy disposition is regarded as an advantage in demanding and stressful environments and is associated with improved military performance. Recent evidence suggests that hardiness may also be related to resilience with respect to sleep disturbances. The aim of the present study is to investigate the moderating role of hardiness in the sleep quality – job performance relationship in a sample of naval cadets during a demanding training exercise. We hypothesize that (1) Hardiness positively influences daily job performance, (2) daily sleep quality positively influences daily job performance, and (3) Hardiness buffers the impact of poor daily sleep quality on daily job performance. A sample of 56 naval cadets first filled in a general questionnaire, and then filled in a daily diary assessing sleep quality during a 30-day training mission across the Atlantic Ocean. Daily job performance was assessed by using peer-ratings. Results of multi-level analyses showed a positive main effect of hardiness on job performance. Hardiness also moderated the sleep quality – job performance relationship. Cadets high (vs. low) on dispositional hardiness were less affected by poor sleep quality, also after controlling for neuroticism. The results suggest that hardiness moderates the effect of poor sleep quality on job performance.

Necesse 4(1) p. 147-160 Doi: https://doi.org/10.21339/2464-353x.4.1.3

Studies on the relation between personality and Situation Awareness (SA) have been inconclusive. The present study investigates the relation between personality hardiness and SA during a simulated police scenario using a mediation approach. One hundred and sixty-seven police officers completed the test in a scenario with the arrest of a suspected perpetrator. The results showed a direct relationship neither between hardiness and SA, nor a total effect of the model tested. However, an indirect relationship between hardiness and SA, through the amount of annual operational training, beyond mandatory training, occurred. This indirect effect of training occurred for the total hardiness score, and for the control dimension on the facet level of the Dispositional Resilience Scale (15 items). The findings were interpreted as police officers high on hardiness being more motivated and engaged in voluntary operational training. By being more involved in training, they were gaining more experience in perceiving and interpreting critical stimuli in operational scenarios. Thus, the findings of an indirect effect was seen as a result of the relationship between experience and SA.

European Journal of Work and Organizational Psychology 28(2) p. 164-178 Doi: https://doi.org/10.1080/1359432X.2018.1564279

The aim of the present study was to examine the relationships between daily exposure to negative acts and depressed mood on the same day and on the days following the exposure, and to test the hypothesis that these relationships would be stronger among those who have recently gone through a process of victimization from workplace bullying. The sample comprised 110 naval cadets participating in two different eleven-week tall ship voyages from Northern Europe to North America. Victimization from workplace bullying the last six months was measured one day prior to the voyages. Exposure to negative acts and depressed mood was measured daily during the first 33 consecutive days of the voyages. The results of multilevel modelling indicated that exposure to negative acts was related to higher levels of depressed mood on the same day as the exposure among all cadets, regardless of victimization status. However, exposure to negative acts predicted higher levels of depressed mood one and two days following the exposure among victims only. The theoretical and practical implications of these findings are discussed.

International Maritime Health 70(4) p. 202-209 Doi: https://doi.org/10.5603/IMH.2019.0032

Background: Poor sleep is a growing concern in naval settings. Previous research has demonstrated that both civilian and military naval work strains sleep quality as well as a negative relationship between sleep quality and crew work performance. Variables moderating this relationship, such as leadership are of interest. Materials and methods: The present paper investigates how sailors’ daily variations in sleep quality influence self-rated naval work-performance and interacts with perceived daily transformational leadership during a 30-day naval training mission. Results: Using multi-level analysis, we found significant positive main effects of sleep quality and transformational leadership on naval work performance. Transformational leadership moderated the sleep quality-work performance link. Individuals who experienced higher levels of leadership were less prone to reductions in performance after poor sleep. Conclusions: Overall, the results suggest that leadership can partly negate some of the reduction in performance that often accompanies poor sleep, and that leadership becomes more important as the crew becomes sleepier

Necesse 3(1) p. 19-31 Doi: https://doi.org/10.21339/2464-353x.3.1.19

Necesse 3(1) p. 72-82 Doi: https://doi.org/10.21339/2464-353x.3.1.72

Journal of Military Studies Doi: https://doi.org/10.2478/jms-2018-0002

We investigated the development of specific military skills in Norwegian cadets during the three-year military academy training as well as the impact of perfectionism and self-efficacy on the development of these skills. Latent growth-curve models were performed with perfectionism as a time-invariant predictor and with self-efficacy as a time-varying predictor. There were significant increases in the Individual Coping Capacity (ICC) and Cooperation in Difficult Situations (CDS) subscales but not in the Motivation to Achievement (MA) subscale. The initial skill levels were not related to the growth of the skills. Both adaptive and maladaptive perfectionism predicted initial values of ICC and CDS, explaining 5% of the variance in the initial ICC levels and 12% of the variance in the initial CDS levels. Perfectionism variables did not explain the development of the three types of military skills over time. Moreover, self-efficacy significantly predicted ICC at all time points and CDS and MA at all time points except at T3. We therefore concluded that cadets with high adaptive perfectionism scores are likely to have higher initial skill levels and that self-efficacious cadets are expected to show a greater development of military skills during military academy training.

Interaction: ‘Samhandling’ Under Risk: A Step Ahead of the Unforeseen p. 399-412 Doi: https://doi.org/10.23865/noasp.36.ch21

Necesse 3(1) p. 58-69 Doi: https://doi.org/10.21339/2464-353x.3.1.58

Frontiers in Psychology 9 p. 1-5 Doi: https://doi.org/10.3389/fpsyg.2018.01888

The purpose of this study is to investigate the effect of fragmented sleep on followers’ leadership preferences. In a counterbalanced experimental study involving 39 followers, changes in leadership preferences were recorded after one night of fragmented sleep (awakened every 80 min during the night), compared to a rested condition with the conditions separated by seven nights. The results showed that the participants rated passive-avoidant leadership less ideal, after one night of fragmented sleep. No differences regarding preference for transactional or transformational leadership occurred. Thus, negative perceptions of leaders may partly stem from reduced sleep patterns. However, further studies are needed to confirm this finding.

Military Psychology 30(5) p. 430-436 Doi: https://doi.org/10.1080/08995605.2018.1478561

Journal of Occupational and Organizational Psychology p. 1-25 Doi: https://doi.org/10.1111/joop.12243

Forsvarets høgskole

Cogent Psychology 4(1) Doi: https://doi.org/10.1080/23311908.2017.1382248

The aim of the present study is to explore intra-psychological moral processes as potential antecedents of authentic leadership (AL) behavior, and as such add to the scarce knowledge about underlying moral processes involved in the execution of such leadership. In a sample of Norwegian naval officer cadets (N = 139), mature principled moral reasoning, self-importance of moral identity (i.e. importance of being a moral person) and mental resilience in terms of hardiness are used as predictor variables, and peer ratings of AL was outcome measure. A step-wise hierarchical regression analysis showed that mature moral reasoning and internalized moral identity explained 17% of the variance in AL at composite level. At dimension-levels of AL, models explaining 15% of the variation in “transparency” (i.e. open about thoughts and feelings) and 16% of “internalized moral perspective” (i.e. moral integrity) emerged, with mature moral reasoning, internalized—and symbolized moral identity as significant predictors. For the AL dimensions “balanced processing” (i.e. activating critical voices) and “self-awareness”, 8 and 10% of variance was explained, respectively, with mature moral reasoning and internalized moral identity as only significant predictors. Unexpectedly, psychological hardiness was unrelated to all dimensions of AL. Thus, the study suggests that mature moral reasoning and moral motivation represent important aims for leader development among emergency leaders, and as criteria for leader selection. It also suggests that AL encompasses a genuine morals orientation, conversely to a manipulative approach.

Addiction 112(9) p. 1658-1668 Doi: https://doi.org/10.1111/add.13874

Military Psychology 29(2) p. 128-142 Doi: https://doi.org/10.1037/mil0000148

International Maritime Health 68(2) p. 126-132 Doi: https://doi.org/10.5603/IMH.2017.0023

Journal of Police and Criminal Psychology 32(4) p. 331-339 Doi: https://doi.org/10.1007/s11896-017-9225-1

Journal of Military Studies 8(1) Doi: https://doi.org/10.1515/jms-2017-0001

The aim of the current study was to explore gaming problems in post-deployment veterans and to investigate whether boredom and loneliness can predict levels of gaming problems. The general well-being of veterans post their deployments to war zones is linked to an array of negative health consequences, and veterans may be at risk for developing gaming problems after homecomings. Problems that may be related to engagement in gaming include coping with negative emotions, such as boredom and loneliness, which are often faced by homecoming veterans as well. The sample in this study comprised Afghanistan veterans (N = 246), with a mean age of 37.5 years (standard deviation = 9.6 years), and 8.8% of the veterans showed symptoms indicative of problem gaming. This is not higher than that found in the general adult population in Norway. Logistic regression analyses showed that boredom proneness (lack of internal stimulation) and enhancement motivation were independent significant predictors of gaming problems, after controlling for age, gender, coping motivation, social motivation, anxiety, depression, loneliness, lack of external stimulation, hazardous drinking, and combat exposure. These factors accounted for as much as 65.8% of the variance in gaming problem status. We conclude that veterans who are highly motivated by enhancement motives and score low on lack of internal stimulation may be prone to developing gaming problems.

Journal of Sleep Research 25(6) p. 683-689 Doi: https://doi.org/10.1111/jsr.12431

Journal of Police and Criminal Psychology 31(3) p. 182-188 Doi: https://doi.org/10.1007/s11896-015-9180-7

Military Psychology 27(3) p. 155-168 Doi: https://doi.org/10.1037/mil0000069

More than 30 years of research has established psychological hardiness as an important individual resiliency resource. One important question still remaining is whether psychological hardiness can be trained. The present study explored this question longitudinally within the context of a 3-year military academy training program. Cadets from 3 different Norwegian military academies (N = 293) completed hardiness questionnaires during the first week of their training, and then again at the end of each year, resulting in a total of 4 waves of data. Using hierarchical linear modeling, no statistically significant effect of time on hardiness scores was found. The nonsignificant growth parameter was examined further using Bayesian statistics as an indicator of the relative evidence for the null hypothesis of no change over time versus the alternative hypothesis of change. The resulting Bayes factor provided substantial support in our data for the null hypothesis of no hardiness development during the 3-year officer training programs.

Journal of Occupational and Organizational Psychology 87(1) p. 138-157 Doi: https://doi.org/10.1111/joop.12041

Pacem : militært tidsskrift for etisk og teologisk refleksjon 16(1-2) p. 3-4

International Maritime Health 64(2) p. 61-65 Doi: https://doi.org/10.5603/imh.2019.0032

International Maritime Health 64(2) p. 89-94

Journal of Trust Research 3(2) p. 125-145 Doi: https://doi.org/10.1080/21515581.2013.820029

The aim was to explore which components military personnel in peacekeeping operations perceive as contributing to trust in their superior and subordinate leaders during international or national operations or exercises. Data were collected among 591 military officers and cadets from Norway and Sweden using a questionnaire with open-ended questions. Two superior categories emerged: Individual-Related Characteristics and Communication and Relationship-Related Characteristics. The former is made up of the higher-level categories Personal attributes and Experience and competence. The latter is derived from the higher-level categories Consideration and inspiration and Effective communication. In turn, all higher-level categories are underpinned by a number of subcategories (13 altogether). When comparing trust in superior leaders with trust in subordinate leaders, the results show that trust in superiors is characterised to a greater extent by Communication and Relationship-related characteristics and also by Experience and professional knowledge. Trust in subordinate leaders is characterised to a greater extent by Personal attributes and Management competence.

International Journal of Psychology (IJP) 47(S1) p. 134-134

International Maritime Health 63(2) p. 90-95

The current research investigated cultural differences in emotional intelligence among top officers on board vessels of multicultural maritime companies. We found that Southeast Asian officers scored higher than European officers on the total Emotional Intelligence scale. When separating the EQ scale in its facets, higher scores for Asian officers were found on “Utilization of emotions”, “Handling relationships”, and on “Self-control”. Another finding was that Chief officers/ Second engineers scored higher than Masters/Chief Officers on “Self-control”. Finally, we found a negative correlation between age and scores on the facet of “Self-control”. These crosscultural differences may have implications for interpersonal relations and ship management.

Psychological Reports 110(2) p. 571-588 Doi: https://doi.org/10.2466/01.08.14.PR0.110.2.571-588

International Journal of Psychology (IJP) 47(S1) p. 541-541 Doi: https://doi.org/10.1080/00207594.2012.709112

Team Performance Management 17 p. 354-368 Doi: https://doi.org/10.1108/13527591111182625

Purpose – The study seeks to illuminate factors that benefit, or do not benefit, the development of swift trust towards leaders in temporary military groups. Design/methodology/approach – The study group comprised 50 Norwegian cadets, 34 Norwegian military officers, 317 Swedish cadets, and 190 Swedish military officers. Data were gathered using a questionnaire which included two open-ended questions on aspects which contribute to swift trust (and lack thereof) towards leaders, as well as Likert-scale questions on temporary group characteristics, and a personality inventory. Findings – A qualitative clustering analysis of the open-ended responses yielded a hierarchical model of aspects which contribute to swift trust (or the lack thereof) with the following two superior categories: individual-related characteristics such as emotional stability and relationship-related characteristics such as encourage involvement and creativity. The latter superior category covaried most strongly with ratings of the groups' performance. Research limitations/implications – The results need to be substantiated by further research in other professional groups and cultures. Practical implications – The findings can help leaders of temporary groups become more conscious of how they may affect the group members' development of swift trust. Originality/value – The hierarchical and detailed model of aspects which contribute to swift trust in leaders of temporary groups is new.

Sleep 33(8) p. 1086-1090

Military Psychology 22 p. S137-S156 Doi: https://doi.org/10.1080/08995601003644437

Military Psychology 18 p. S37-S56