Marijuana is the second most commonly used substance in the US. A growing literature suggests that socially anxious individuals use marijuana to manage their symptoms in social situations, which may explain why they are also more likely to experience problems. Unfortunately, the majority of the literature is based on research conducted with adult samples or the co-occurrence of diagnoses in adolescent samples. The proposed study sought to test the link between social anxiety (SA) and proxies for ‘real-time' marijuana use behaviors (i.e., use willingness) as well as use-related problems among adolescents. Participants were 69 adolescents (15-17; 55% female) recruited from the community reporting any lifetime marijuana use. Participants were randomly assigned to a novel social rejection or neutral laboratory task and completed measures of SA, marijuana use frequency, and related problems. Consistent with adult findings, main effects of SA and experimental condition on marijuana use willingness were expected to be qualified by an interaction in which the greatest marijuana use willingness would occur among high SA youth post-rejection (H1), SA would be positively related to marijuana use problems (H2), and among adolescents in the rejection condition, marijuana use willingness would be positively correlated with use problems (H3). Only H2 was …

The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor …