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Dr. Hayden J. R. Woodley is an Assistant Professor of Organizational Behaviour in the Ivey Business School at Western University. Further, he is a contributing member of the Ian O. Ihnatowycz Institute for Leadership at the Ivey Business School. Prior to joining the Ivey Business School, Dr. Woodley was an Assistant Professor in the Faculty of Business at the University of Prince Edward Island (UPEI), where he was an academic director for Business Co-op and the Chair of the UPEI Research Ethics Board. Dr. Woodley completed both his M.Sc. and Ph.D. in Industrial/Organizational Psychology in the Department of Psychology at Western University. He also currently holds the Chartered Professional in Human Resources (CPHR) designation.
Dr. Woodley’s primary research areas are leadership and followership in organizations, and – more generally – the role of human resource management in team environments (e.g., selection, management, and compensation). Dr. Woodley’s research has appeared in prestigious scholarly journals such as the Journal of Management and the Academy of Management Learning & Education and has received support from funding agencies such as Mitacs and the Social Sciences and Humanities Research Council of Canada (SSHRC). Dr. Woodley has also disseminated research evidence in practitioner-focused journals such as the Canadian HR Reporter. Dr. Woodley has over 10 years of practical experience, working on various leadership and management projects both internally and externally as a consultant.
Recent Refereed Articles
Woodley, H. J. R.; McLarnon, M. J. W.; O'Neill, T. A.,
2019, "The emergence of group potency and its implications for team effectiveness", Frontiers in Psychology, January 10(MAY).
Abstract: © 2019 Woodley, McLarnon and O'Neill. Much of the previous research on the emergence of team-level constructs has overlooked their inherently dynamic nature by relying on static, cross-sectional approaches. Although theoretical arguments regarding emergent states have underscored the importance of considering time, minimal work has examined the dynamics of emergent states. In the present research, we address this limitation by investigating the dynamic nature of group potency, a crucial emergent state, over time. Theory around the "better-than-average" effect (i.e., an individual's tendency to think he/she is better than the average person) suggests that individuals may have elevated expectations of their group's early potency, but may decrease over time as team members interact gain a more realistic perspective of their group's potential. In addition, as members gain experience with each other, they will develop a shared understanding of their team's attributes. The current study used latent growth and consensus emergence modeling to examine how potency changes over time, and its relation with team effectiveness. Further, in accordance with the input-process-output framework, we investigated how group potency mediated the relations between team-level compositions of conscientiousness and extraversion and team effectiveness. We collected data at three time points throughout an engineering design course from 337 first-year engineering students that comprised 77 project teams. Results indicated that group potency decreased over time in a linear trend, and that group consensus increased over time. We also found that teams' initial potency was a significant predictor of team effectiveness, but that change in potency was not related to team effectiveness. Finally, we found that the indirect effect linking conscientiousness to effectiveness, through initial potency, was supported. Overall, the current study offers a unique understanding of the emergence of group potency, and facilitate a number theoretical and practical implications, which are discussed.
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O’Neill, T. A.; McLarnon, M. J. W.; Hoffart, G. C.; Woodley, H. J. R.; Allen, N. J.,
2018, "The Structure and Function of Team Conflict State Profiles", Journal of Management, February 44(2): 811 - 836.
Abstract: © 2015, © The Author(s) 2015. Team conflict types include task conflict, relationship conflict, and process conflict. Whereas differences in views about the task (task conflict) are often argued to be beneficial, incompatibilities involving personal issues (relationship conflict) and execution issues (process conflict) are often argued to be harmful. However, previous empirical research has tended to treat team conflict types as independent from each other despite their natural coexistence in teams. In two separate studies and one replication study, we identified latent patterns of team conflict, in the form of conflict profiles, that were defined by distinct levels of task conflict, relationship conflict, and process conflict. In Study 1, we investigated whether the conflict profiles had implications for team conflict management and team potency. In Study 2, we examined the generalizability of the conflict profiles to teams with longer life cycles, and we investigated the implications of conflict profiles for team performance. Findings indicated that teams can be reliably assigned to particular profiles of team conflict and that these profiles replicate well. The results also indicate that the implications of a particular type of conflict depend on the pattern of the team’s conflict profile as a whole. Drawing from information processing theory, we found that teams with high task conflict and low relationship and process conflict tend to have more effective interactions and achieve superior outcomes. This “team-centric” approach appears to provide promising new avenues for advancing current theories of conflict in organizational work teams.
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O'Neill, T. A.; Hoffart, G. C.; McLarnon, M. M. J. W.; Woodley, H. J.; Eggermont, M.; Rosehart, W.; Brennan, R.,
2017, "Constructive controversy and reflexivity training promotes effective conflict profiles and team functioning in student learning teams", Academy of Management Learning and Education, June 16(2): 257 - 276.
Abstract: © Academy of Management Learning & Education,2017. In the current research, we examine the effects of a new team-Training system that can be readily integrated into postsecondary teaching and learning activities. Our training focuses on generating productive and constructive conflict by invoking an evidence-supported information sharing and decision-making concept known as constructive controversy. We used 517 student teams (1,659 students) organized into a no-Training comparison condition, a classroom-only training condition (partial training), and a classroom-plus-booster training condition involving conflict reflections (full training). We found that teams in the full training outperformed those in both the partial-Training and no-Training conditions in generating the most productive pattern of conflict (referred to as conflict profiles), and that patterns of conflict had implications for effective conflict management and team efficacy for innovation.
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Woodley, H. J. R.; Bourdage, J. S.; Ogunfowora, B.; Nguyen, B.,
2016, "Examining equity sensitivity: An investigation using the big five and HEXACO models of personality", Frontiers in Psychology, January 6(JAN).
Abstract: © 2016 Woodley, Bourdage, Ogunfowora and Nguyen. The construct of equity sensitivity describes an individual's preference about his/her desired input to outcome ratio. Individuals high on equity sensitivity tend to be more input oriented, and are often called "Benevolents." Individuals low on equity sensitivity are more outcome oriented, and are described as "Entitleds." Given that equity sensitivity has often been described as a trait, the purpose of the present study was to examine major personality correlates of equity sensitivity, so as to inform both the nature of equity sensitivity, and the potential processes through which certain broad personality traits may relate to outcomes. We examined the personality correlates of equity sensitivity across three studies (total N = 1170), two personality models (i.e., the Big Five and HEXACO), the two most common measures of equity sensitivity (i.e., the Equity Preference Questionnaire and Equity Sensitivity Inventory), and using both self and peer reports of personality (in Study 3). Although results varied somewhat across samples, the personality variables of Conscientiousness and Honesty-Humility, followed by Agreeableness, were the most robust predictors of equity sensitivity. Individuals higher on these traits were more likely to be Benevolents, whereas those lower on these traits were more likely to be Entitleds. Although some associations between Extraversion, Openness, and Neuroticism and equity sensitivity were observed, these were generally not robust. Overall, it appears that there are several prominent personality variables underlying equity sensitivity, and that the addition of the HEXACO model's dimension of Honesty-Humility substantially contributes to our understanding of equity sensitivity.
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Woodley, H. J. R.; Allen, N. J.,
2014, "The dark side of equity sensitivity", Personality and Individual Differences, January 67: 103 - 108.
Abstract: The current study adds to our understanding of the nomological network associated with equity sensitivity by examining its relations with the Dark Triad traits. Participants were 829 university students who completed the Equity Preference Questionnaire and two recently developed measures of the Dark Triad - the Dirty Dozen and the Short Dark Triad. It was hypothesized that Machiavellianism and psychopathy would both be negatively correlated with - and predict unique variance in - equity sensitivity, whereas narcissism would be uncorrelated. Results of correlational and multiple regression analyses supported the hypotheses. Furthermore, it was found that the Short Dark Triad predicted incremental variance in equity sensitivity unaccounted for by the Dirty Dozen. © 2014 Elsevier Ltd.
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