This research explores the relationship of self-monitoring with team leader behavior and work environment preference. Those who are high on self-monitoring demonstrate flexibility in their actions with others and are socially perceptive. They perform well in a variety of leadership positions and are viewed as leaders by group members. High self-monitoring types choose "socially" based careers, including teacher and psychologist, in which they adapt their interaction styles to effectively meet the demands of clients. The demands placed on a team leader appear to require similar characteristics to those that high self-monitoring individuals possess. As a team matures through different stages of development, the role of the leader ranges from director to facilitator to consultant. In order to effectively meet team needs, a leader must be socially sensitive to interpersonal cues and have the ability to assume various roles. In addition, given the fact that the position of team leader is a highly social type of career that requires behaviors similar to careers chosen by high self-monitoring individuals, it is likely that high self-monitors would prefer working in a team work environment over a traditional one. A survey methodology was used to assess the characteristics of 100 team members. No relationship …

The primary interest of this investigation concerned working memory functioning and cue/act discrimination during encoding of intentions. The study included manipulations of working memory and intention load to investigate the encoding processes related to prospective memory (PM). Three experiments are presented that involve working memory distraction tasks at the time of encoding the PM intentions, as well as varying numbers of cues and actions. In the first experiment three cues were paired with one action, in the second, one cue with three actions, and in the third, three cues with three actions. Results suggest that the central executive is involved in binding a cue to an action, and that this operation is key to PM success. Furthermore, the phonological loop seems primarily involved with processing of cues and the visuospatial sketchpad with actions. It is further proposed that the processes of the phonological loop and visuospatial sketchpad must be successful before the central executive can bind the cues and acts together, which is possibly the most important part in the encoding of intentions. By directly examining PM at the time of encoding, information was gained that allows for a more complete understanding of the nature of how we form and …