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De Dreu CKW, Gross J, Romano A. Group Formation and the Evolution of Human Social Organization. PERSPECTIVES ON PSYCHOLOGICAL SCIENCE 2024; 19:320-334. [PMID: 37450408 PMCID: PMC10913362 DOI: 10.1177/17456916231179156] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 07/18/2023]
Abstract
Humans operate in groups that are oftentimes nested in multilayered collectives such as work units within departments and companies, neighborhoods within cities, and regions within nation states. With psychological science mostly focusing on proximate reasons for individuals to join existing groups and how existing groups function, we still poorly understand why groups form ex nihilo, how groups evolve into complex multilayered social structures, and what explains fission-fusion dynamics. Here we address group formation and the evolution of social organization at both the proximate and ultimate level of analysis. Building on models of fitness interdependence and cooperation, we propose that socioecologies can create positive interdependencies among strangers and pave the way for the formation of stable coalitions and groups through reciprocity and reputation-based partner selection. Such groups are marked by in-group bounded, parochial cooperation together with an array of social institutions for managing the commons, allowing groups to scale in size and complexity while avoiding the breakdown of cooperation. Our analysis reveals how distinct group cultures can endogenously emerge from reciprocal cooperation, shows that social identification and group commitment are likely consequences rather than causes of group cooperation, and explains when intergroup relations gravitate toward peaceful coexistence, integration, or conflict.
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Affiliation(s)
| | - Jörg Gross
- Department of Psychology, University of Zurich
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2
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Scheppa-Lahyani MN, Zapf D. Are you threatening me? Development and validation of the Conflict Escalation Questionnaire. Front Psychol 2023; 14:1164990. [PMID: 37546435 PMCID: PMC10399688 DOI: 10.3389/fpsyg.2023.1164990] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/13/2023] [Accepted: 06/14/2023] [Indexed: 08/08/2023] Open
Abstract
This study aimed to develop and validate an instrument for measuring conflict escalation based on Glasl's conflict escalation model, which can also be used for measuring bullying conflicts. The instrument should be applicable both as a self-assessment and as an interviewer-assessment. In the first study, a first set of items measuring the stages of Glasl's model was developed and validated in an independent cross-sectional sample of 154 participants who completed the self-assessment. In 142 cases, interviews were conducted, and thus self and interviewer-assessments could be compared. In a second study, the final set of items was cross-validated on a second independent cross-sectional sample. In total, 105 participants completed the self-assessment only and 114 were part of the interview study. Because Glasl's model is complex, scale validation was based on a combination of classical statistical validation procedures. Both studies indicate good validity of the new instrument and provide evidence for Glasl's conflict escalation model. As expected, conflict escalation was positively related to negative affect, irritation, and depression. Relationship conflict was more prevalent in more highly escalated conflicts as compared to lower escalated conflicts. Victims of workplace bullying were classified in high escalation levels and showed higher inferiority in conflict situations compared to non-victims with highly escalated conflicts. The present instrument can be used to assess qualitative differences in conflict escalation and thus complements existing instruments to measure conflicts. It is especially useful for practitioners, as they can assess conflict escalation more accurately and thus better choose the appropriate form of intervention.
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Adamovic M. Organizational justice research: A review, synthesis, and research agenda. EUROPEAN MANAGEMENT REVIEW 2023. [DOI: 10.1111/emre.12564] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 04/05/2023]
Affiliation(s)
- Mladen Adamovic
- Department of Human Resource Management and Employment Relations, King's Business School King's College London London UK
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4
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Krueger KL, Diabes MA, Weingart LR. Reprint of: The psychological experience of intragroup conflict. RESEARCH IN ORGANIZATIONAL BEHAVIOR 2023. [DOI: 10.1016/j.riob.2023.100186] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 03/08/2023]
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5
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Munduate L, Medina FJ, Euwema MC. Mediation: Understanding a Constructive Conflict Management Tool in the Workplace. REVISTA DE PSICOLOGÍA DEL TRABAJO Y DE LAS ORGANIZACIONES 2022. [DOI: 10.5093/jwop2022a20] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/12/2022]
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6
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Krueger KL, Diabes MA, Weingart LR. The psychological experience of intragroup conflict. RESEARCH IN ORGANIZATIONAL BEHAVIOR 2022. [DOI: 10.1016/j.riob.2022.100165] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
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7
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Viegas J. Profile of Michele J. Gelfand. Proc Natl Acad Sci U S A 2022; 119:e2205045119. [PMID: 35522712 PMCID: PMC9171813 DOI: 10.1073/pnas.2205045119] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/18/2022] Open
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Marquardt DJ, Manegold J, Brown LW. Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2021. [DOI: 10.1108/lodj-04-2021-0190] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeAs ethical leadership has advanced as a construct, the degree to which healthy relational systems explain its effect on employee outcomes has been understudied. With this manuscript we conceptualize and test a model based on a Relational Systems approach to ethical leadership and its relationship with conflict and turnover intentions.Design/methodology/approachTwo studies were conducted to test our hypothesized first- and second-stage moderated mediation model. In Study 1, online surveys were completed by 168 working adults across two different time points. Study 2 extended Study 1 by surveying 115 working adults across three time points using the Mechanical Turk platform.FindingsThe indirect relationship between ethical leadership and turnover intentions via relationship conflict was conditional based on follower moral identity. The negative influence of ethical leadership on relationship conflict and, in turn, turnover intentions was stronger for followers who had higher moral identities. In addition, our findings suggest that leader holding behaviors strengthen the negative indirect effects of ethical leadership on turnover intentions.Originality/valueThis paper demonstrates the usefulness of a Relational Systems theoretical approach to understanding ethical leadership. Specifically, ethical leaders, through their desire and ability to help employees feel known and not alone at work, are better able to reduce relationship conflict and, in turn, reduce employees' desire to leave the organization.
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Dahlan M, Al-Atwi AA, Alshaibani E, Bakir A, Maher K. Diverse group effectiveness: co-occurrence of task and relationship conflict, and transformational leadership. INTERNATIONAL JOURNAL OF PRODUCTIVITY AND PERFORMANCE MANAGEMENT 2021. [DOI: 10.1108/ijppm-01-2021-0025] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThis study aims to develop a theoretical integrated model examining the role of the co-occurrence of task and relationship conflict (CTRC) as a mediator in the relationship between diversity and group effectiveness. The model also examines transformational leadership (TFL) as a moderator in this relationship.Design/methodology/approachData were collected using a questionnaire survey from 354 faculty in 56 workgroups from three private universities in the Middle East. SEM and hierarchical regression analysis were used to test the suitability of the model and its hypotheses.FindingsThe results revealed that TFL moderated diversity's direct effect on CTRC as well as the indirect effect linking diversity, CTRC, and group effectiveness. Specifically, diversity had an inverted U-shaped relationship with CTRC in groups with low TFL, but a negative linear relationship in those with high TFL.Originality/valueThe findings expand understanding of how, and under what conditions, diversity influences group effectiveness by: offering a fresh treatment of this relationship, introducing CTRC as a bivariate construct and bringing into focus the centrality of its harmful effect on this association, and highlighting the influence of TFL in ameliorating this harmful effect.
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11
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Li Y, Kleshinski CE, Wilson KS, Zhang K. Age differences in affective responses to inclusion experience: A daily diary study. PERSONNEL PSYCHOLOGY 2021. [DOI: 10.1111/peps.12484] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Yixuan Li
- Warrington College of Business University of Florida Gainesville Florida USA
| | | | | | - Kaili Zhang
- School of Business East China University of Science and Technology Shanghai China
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12
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Berisha G, Krasniqi B, Lajçi R. Birth order revelations about managers. MANAGEMENT RESEARCH REVIEW 2021. [DOI: 10.1108/mrr-03-2021-0190] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This paper aims to reveal the effects of birth order in decision-making style, conflict handling style and propensity for participative decision-making. The intention is to open the perspective of birth order research in organizational studies, as an important individual difference of managers.
Design/methodology/approach
A survey was conducted with 230 managers from different industries in Kosovo. Self-report measures were used for decision-making style, conflict handling style and participatory decision-making constructs.
Findings
Results indicate that only children are more avoidant and spontaneous decision-makers. Firstborns are rational in decision-making and prefer problem-solving in conflict handling. Middleborns are intuitive decision-makers and use compromising in conflict handling. Lastborns make decisions rationally and use both compromising and problem-solving in conflicting situations. In addition, lastborns appeared to have a more positive attitude toward participative decision-making, followed by middleborns, firstborns and only children.
Research limitations/implications
Birth order affects managers’ behaviors in decision-making and conflict situations. Relationship dynamics in sibships are reflected in organizational settings, affecting how people behave in decision-making and conflict handling.
Originality/value
To the best of the authors’ knowledge, this is the first study to attest how birth order influences the ways managers make decisions, handle conflicts and involve others in decision-making. As birth order cannot be changed, such knowledge is critical.
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Obi IO, Bollen K, Aaldering H, Robijn W, Euwema MC. Servant Leadership, Third‐Party Behavior, and Emotional Exhaustion of Followers. NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH 2020. [DOI: 10.1111/ncmr.12184] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Innocentina‐Marie O. Obi
- Department of Occupational and Organizational Psychology and Professional Learning KU Leuven Leuven Belgium
| | - Katalien Bollen
- Department of Occupational and Organizational Psychology and Professional Learning KU Leuven Leuven Belgium
| | - Hillie Aaldering
- Department of Work and Organizational Psychology University of Amsterdam Amsterdam The Netherlands
| | - Wouter Robijn
- Department of Occupational and Organizational Psychology and Professional Learning KU Leuven Leuven Belgium
| | - Martin C. Euwema
- Department of Occupational and Organizational Psychology and Professional Learning KU Leuven Leuven Belgium
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Kirby TA, Silva Rego M, Kaiser CR. Colorblind and multicultural diversity strategies create identity management pressure. EUROPEAN JOURNAL OF SOCIAL PSYCHOLOGY 2020. [DOI: 10.1002/ejsp.2689] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/12/2022]
Affiliation(s)
- Teri A. Kirby
- Department of Psychology University of Exeter Exeter UK
| | - Marco Silva Rego
- Instituto Universitário de Lisboa (Iscte‐IUL), CIS_Iscte Lisboa Portugal
| | - Cheryl R. Kaiser
- Department of Psychology University of Washington Seattle WA USA
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Lorinkova NM, Bartol KM. Shared leadership development and team performance: A new look at the dynamics of shared leadership. PERSONNEL PSYCHOLOGY 2020. [DOI: 10.1111/peps.12409] [Citation(s) in RCA: 14] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Natalia M. Lorinkova
- McDonough School of Business Georgetown University Washington DC
- As of June 1, 2021: ESADE Business School Barcelona Spain
| | - Kathryn M. Bartol
- Management and Organization Department Robert H. Smith School of Business University of Maryland College Park Maryland
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Adamovic M, Gahan P, Olsen JE, Harley B, Healy J, Theilacker M. Bringing the Leader Back in: Why, How, and When Leadership Empowerment Behavior Shapes Coworker Conflict. GROUP & ORGANIZATION MANAGEMENT 2020. [DOI: 10.1177/1059601120917589] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
With the diffusion of team-based work organizations and flatter organizational hierarchies, many leaders empower employees to perform their work. Empowerment creates an interesting tension regarding coworker conflict, enhancing trust and giving employees more autonomy to prevent conflict, while also increasing workload and the potential for coworker conflict. Recent conflict research has focused on how characteristics of individuals, groups, and tasks contribute to conflict among coworkers. We extend this work by exploring the role of leader empowerment behavior (LEB) in influencing coworker conflict. Our model integrates research on LEB and coworker conflict to help organizations manage coworker conflict effectively. To test our model at the workplace level, we utilize data drawn from matched surveys of leaders and employees in 317 workplaces. We find that LEB relates negatively to relationship and task conflict through affective and cognitive trust in leaders. We further find that LEB relates negatively to relationship and task conflict through reduced workload, but only when employees have a clear role description. In contrast, if employees have unclear roles, LEB has a U-curve relationship with workload: a moderate level of LEB reduces workload, but a high level of LEB increases workload, in turn increasing coworker conflict. Finally, relationship conflict has a direct negative effect on task performance, whereas task conflict has an indirect negative effect through relationship conflict.
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Affiliation(s)
| | - Peter Gahan
- The University of Melbourne, Victoria, Australia
| | | | - Bill Harley
- The University of Melbourne, Victoria, Australia
| | - Joshua Healy
- The University of Melbourne, Victoria, Australia
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Williams M, Belkin LY, Chen CC. Cognitive Flexibility Matters: The Role of Multilevel Positive Affect and Cognitive Flexibility in Shaping Victims’ Cooperative and Uncooperative Behavioral Responses to Trust Violations. GROUP & ORGANIZATION MANAGEMENT 2020. [DOI: 10.1177/1059601120911224] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Despite a significant growth in the scholarly literature in the area of trust violations and repair in the last decade, extant work has largely ignored the complex and socially competent responses of the victims of these violations. Our framework integrates insights from affective events theory, the broaden-and-build theory of positive emotions, and theories of cognitive processing to suggest that cognitive flexibility is central to understanding how individuals respond to trust violations. Rather than viewing victims solely as gatekeepers to trust repair, we examine how victims’ cognitive processes are influenced by the affective context of those violations, which can, in turn, produce a spectrum of nuanced behavioral responses. We refer to this spectrum as the “swollen middle,” the range of behavior that resides between the extremes of impulsive revenge and forgiveness-based, communal cooperation. By integrating psychological theories of emotion and cognitive processing, we seek to highlight the central role of cognitive flexibility in the range of cooperative responses to trust violations. More broadly, we seek to contribute to the emergence of a new paradigm for studying interpersonal trust at work—a paradigm that explores trust-violating events as situated affect-laden experiences that interact with relevant organizational and interpersonal factors to influence employee behavior and trust dynamics in organizations.
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Ronay R, Maddux WW, von Hippel W. Inequality rules: Resource distribution and the evolution of dominance- and prestige-based leadership. THE LEADERSHIP QUARTERLY 2020. [DOI: 10.1016/j.leaqua.2018.04.004] [Citation(s) in RCA: 14] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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A multilevel leadership process framework of performance management. HUMAN RESOURCE MANAGEMENT REVIEW 2019. [DOI: 10.1016/j.hrmr.2018.10.001] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/10/2023]
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20
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Alacreu-Crespo A, Peñarroja V, Hidalgo V, Martínez-Tur V, Salvador A, Serrano MÁ. Sex differences in the psychophysiological response to an intergroup conflict. Biol Psychol 2019; 149:107780. [PMID: 31605726 DOI: 10.1016/j.biopsycho.2019.107780] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/03/2018] [Revised: 09/12/2019] [Accepted: 10/02/2019] [Indexed: 11/29/2022]
Abstract
Conflict induces psychophysiological responses, but less is known about responses to intergroup conflict. Intergroup relationships activate social processes, adding complexity to people's physiological responses. This study analyzes the psychophysiological responses to intergroup conflict considering sex differences. Thus, 150 young people were distributed in 50 groups in two conditions (conflict vs. non-conflict). Conflict was created in the interaction between two groups (three people each) in the laboratory. Their responses were compared to a control group. Mood, heart rate variability, cortisol, and testosterone were measured. Results showed that intergroup conflict induced a less pronounced decrease in negative and positive mood, and a reduction in parasympathetic activity (RMSSD of IBI). Moreover, women in conflict showed lower testosterone levels than men in conflict and control women. Finally, women's conflict perception correlated with their psychophysiological response. Results suggest that intergroup conflict induces emotional, cardiovascular, and endocrine responses, and that men and women interpret conflict differently.
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Affiliation(s)
- Adrián Alacreu-Crespo
- Department of Psychobiology, University of Valencia, Av. Blasco Ibañez, 21, Valencia, 46010, Spain; Department of Emergency Psychiatry and Acute Care, CHU Montpellier, INSERM Unit 1061, Neuropsychiatry, Epidemiological and Clinical Research, Montpellier, France
| | - Vicente Peñarroja
- Faculty of Economics and Business. Universitat Oberta de Catalunya (UOC), Spain
| | - Vanesa Hidalgo
- Department of Psychology and Sociology, Area of Psychobiology, University of Zaragoza, Aragon Health Research Institute, Aragon, Teruel, Spain; Laboratory of Cognitive Social Neuroscience, Department of Psychobiology and IDOCAL, University of Valencia, Valencia, Spain
| | | | - Alicia Salvador
- Laboratory of Cognitive Social Neuroscience, Department of Psychobiology and IDOCAL, University of Valencia, Valencia, Spain
| | - Miguel-Ángel Serrano
- Department of Psychobiology, University of Valencia, Av. Blasco Ibañez, 21, Valencia, 46010, Spain.
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Abraham EK, McCusker ME, Foti RJ. Competing Conversations: An Examination of Competition as Intrateam Interactions. Front Psychol 2019; 10:970. [PMID: 31130895 PMCID: PMC6510310 DOI: 10.3389/fpsyg.2019.00970] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/19/2018] [Accepted: 04/11/2019] [Indexed: 11/23/2022] Open
Abstract
Intrateam competition is an inherently social and interactional process, yet it is not often studied as such. Research on competition is mostly limited to studying it as an individual state and assumes that the resulting team outcomes are equivalent across different competition types. Often overlooked in competition research are the means through which competition can lead to constructive outcomes for the team. Constructive competition occurs when the primary motivation is not to win at the expense of others, but rather to make social comparisons and gain knowledge of relative competence. This study furthers insight into constructive competition by studying its interpersonal characteristics as it develops within a team, and its impact on task conflict, perceived performance, and team satisfaction. The conversations of 24 student project teams were recorded over 4 weeks and analyzed, operationalizing competition as an attempt to exert control and influence on the team. Each individual then provided sociometric ratings of perceived performance of each team member, and rated the level of task conflict and satisfaction of the team. The effects of competition on perceived performance and team satisfaction, both directly and indirectly through task conflict, were examined. Findings demonstrated a negative direct effect of competition on the range of perceived performance ratings, and a positive indirect effect of competition on team satisfaction as mediated through task conflict. The study broadens understanding on the construct of competition and underscores the positive implications competition can bring to the teams.
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Affiliation(s)
- Elsheba K. Abraham
- Virginia Polytechnic Institute and State University, Blacksburg, VA, United States
| | | | - Roseanne J. Foti
- Virginia Polytechnic Institute and State University, Blacksburg, VA, United States
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Paik Y, Seo MG, Jin S. Affective Information Processing in Self-Managing Teams: The Role of Emotional Intelligence. JOURNAL OF APPLIED BEHAVIORAL SCIENCE 2019. [DOI: 10.1177/0021886319832013] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Based on a multilevel data set collected from 599 individuals working in 102 self-managing teams, we examined the relationship between emotional intelligence (EI) and team member performance, focusing on the dimensions of teamwork and leadership performance. Furthermore, we explored the moderating role of team-level characteristics, such as noninformational diversity, size, and collective EI on the EI–performance relationship. As predicted, team members with higher EI were better at facilitating teamwork and playing the role of an informal leader than those with lower EI. The positive contribution of EI on team member performance was stronger for teams with greater diversity, larger sizes, and with lower average levels of team member EI. The study suggests that managers of self-managing teams should emphasize EI in their selection, training, and evaluation systems.
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Abstract
Why do people take revenge? This question can be difficult to answer. Vengeance seems interpersonally destructive and antithetical to many of the most basic human instincts. However, an emerging body of social scientific research has begun to illustrate a logic to revenge, demonstrating why revenge evolved in humans and when and how people take revenge. We review this evidence and suggest that future studies on revenge would benefit from a multilevel perspective in which individual acts of revenge exist within higher-level cultural systems, with the potential to instigate change in these systems over time. With this framework, we can better understand the interplay between revenge's psychological properties and its role in cultural evolution.
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Affiliation(s)
- Joshua Conrad Jackson
- Department of Psychology, University of North Carolina, Chapel Hill, North Carolina 27599, USA
| | - Virginia K. Choi
- Department of Psychology, University of Maryland, College Park, Maryland 20742, USA
| | - Michele J. Gelfand
- Department of Psychology, University of Maryland, College Park, Maryland 20742, USA
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Leaders as HR sensegivers: Four HR implementation behaviors that create strong HR systems. HUMAN RESOURCE MANAGEMENT REVIEW 2018. [DOI: 10.1016/j.hrmr.2018.02.007] [Citation(s) in RCA: 44] [Impact Index Per Article: 7.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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Lee HW, Choi JN, Kim S. Does gender diversity help teams constructively manage status conflict? An evolutionary perspective of status conflict, team psychological safety, and team creativity. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2018. [DOI: 10.1016/j.obhdp.2017.09.005] [Citation(s) in RCA: 38] [Impact Index Per Article: 6.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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Chen N, Chao MCH, Xie H, Tjosvold D. Transforming cross-cultural conflict into collaboration. CROSS CULTURAL & STRATEGIC MANAGEMENT 2017. [DOI: 10.1108/ccsm-10-2016-0187] [Citation(s) in RCA: 14] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Scholarly research provides few insights into how integrating the western values of individualism and low power distance with the eastern values of collectivism and high power distance may influence cross-cultural conflict management. Following the framework of the theory of cooperation and competition, the purpose of this paper is to directly examine the impacts of organization-level collectivism and individualism, as well as high and low power distance, to determine the interactive effects of these four factors on cross-cultural conflict management.
Design/methodology/approach
This is a 2×2 experiment study. Data were collected from a US laboratory experiment with 80 participants.
Findings
American managers working in a company embracing western low power distance and eastern collectivism values were able to manage conflict cooperatively with their Chinese workers. Moreover, American managers working in a company valuing collectivism developed more trust with Chinese workers, and those in a company culture with high power distance were more interested in their workers’ viewpoints and more able to reach integrated solutions.
Originality/value
This study is an interdisciplinary research applying the social psychology field’s theory of cooperation and competition to the research on employee-manager, cross-cultural conflict management (which are industrial relations and organizational behavior topics, respectively), with an eye to the role of cultural adaptation. Furthermore, this study included an experiment to directly investigate the interactions between American managers and Chinese workers discussing work distribution conflict in four different organizational cultures.
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Han JH, Liao H, Taylor MS, Kim S. Effects of high‐performance work systems on transformational leadership and team performance: Investigating the moderating roles of organizational orientations. HUMAN RESOURCE MANAGEMENT 2017. [DOI: 10.1002/hrm.21886] [Citation(s) in RCA: 33] [Impact Index Per Article: 4.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Affiliation(s)
- Joo Hun Han
- School of Management and Labor Relations Rutgers University
| | - Hui Liao
- Robert H. Smith School of Business University of Maryland
| | | | - Seongsu Kim
- Graduate School of Business Seoul National University
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Chen Q, Wen Z, Kong Y, Niu J, Hau KT. Influence of Leaders' Psychological Capital on Their Followers: Multilevel Mediation Effect of Organizational Identification. Front Psychol 2017; 8:1776. [PMID: 29075218 PMCID: PMC5643467 DOI: 10.3389/fpsyg.2017.01776] [Citation(s) in RCA: 17] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/16/2017] [Accepted: 09/25/2017] [Indexed: 11/30/2022] Open
Abstract
We investigated the relationships between leaders' and their followers' psychological capital and organizational identification in a Chinese community. Participants included 423 followers on 34 work teams, each with its respective team leader. Hierarchical linear models (HLM) were used in the analyses to delineate the relationships among participants' demographic background (gender, age, marital status, and educational level), human capital, and tenure. The results revealed that leaders' psychological capital positively influenced their followers' psychological capital through the mediation effect of enhancing followers' organizational identification. The implications of these findings, the study's limitations, and directions for future research are discussed.
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Affiliation(s)
- Qishan Chen
- Guangdong Key Laboratory of Mental Health and Cognitive Science, Center for Studies of Psychological Application, School of Psychology, South China Normal University, Guangzhou, China
| | - Zhonglin Wen
- Guangdong Key Laboratory of Mental Health and Cognitive Science, Center for Studies of Psychological Application, School of Psychology, South China Normal University, Guangzhou, China
| | - Yurou Kong
- Guangdong Key Laboratory of Mental Health and Cognitive Science, Center for Studies of Psychological Application, School of Psychology, South China Normal University, Guangzhou, China
| | - Jun Niu
- Guangdong Key Laboratory of Mental Health and Cognitive Science, Center for Studies of Psychological Application, School of Psychology, South China Normal University, Guangzhou, China
| | - Kit-Tai Hau
- Department of Educational Psychology, Faculty of Education, The Chinese University of Hong Kong, Hong Kong, China
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Ames D, Lee A, Wazlawek A. Interpersonal assertiveness: Inside the balancing act. SOCIAL AND PERSONALITY PSYCHOLOGY COMPASS 2017. [DOI: 10.1111/spc3.12317] [Citation(s) in RCA: 19] [Impact Index Per Article: 2.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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Coleman PT, Coon D, Kim R, Chung C, Bass R, Regan B, Anderson R. Promoting Constructive Multicultural Attractors: Fostering Unity and Fairness From Diversity and Conflict. JOURNAL OF APPLIED BEHAVIORAL SCIENCE 2017. [DOI: 10.1177/0021886317702133] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Enduring forms of bias and discrimination are well documented and pervasive in many organizations fueling costly patterns of destructive cross-cultural and multicultural conflict. Changes in these dynamics are often slow and beset with setbacks. In this article, we present a dynamical systems model of multicultural organizational change, which outlines how leveraging tension from such conflict can help break down destructive multicultural attractors, or change-resistant patterns of intergroup bias and discrimination, and help promote more constructive attractors through increased institutional accountability for enacting fair and just workplace reforms. By recognizing the complex and dynamic nature of attractor patterns of bias and discrimination and working with the resulting tensions optimally and strategically, we propose that they can provide energy and will for reforms that transform chronic patterns of multicultural relations from destructive to constructive.
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Affiliation(s)
- Peter T. Coleman
- Morton Deutsch International Center for Cooperation and Conflict Resolution, Teachers College, Columbia University, New York, NY, USA
| | - Danielle Coon
- Morton Deutsch International Center for Cooperation and Conflict Resolution, Teachers College, Columbia University, New York, NY, USA
| | - Regina Kim
- Morton Deutsch International Center for Cooperation and Conflict Resolution, Teachers College, Columbia University, New York, NY, USA
| | - Christine Chung
- Morton Deutsch International Center for Cooperation and Conflict Resolution, Teachers College, Columbia University, New York, NY, USA
| | - Rebecca Bass
- Morton Deutsch International Center for Cooperation and Conflict Resolution, Teachers College, Columbia University, New York, NY, USA
| | - Bridget Regan
- Morton Deutsch International Center for Cooperation and Conflict Resolution, Teachers College, Columbia University, New York, NY, USA
- Brooklyn Law School, New York, NY, USA
| | - Robert Anderson
- Morton Deutsch International Center for Cooperation and Conflict Resolution, Teachers College, Columbia University, New York, NY, USA
- McDonald Anderson, New York, NY, USA
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Giorgi S, Bartunek JM, King BG. A Saul Alinsky primer for the 21st century: The roles of cultural competence and cultural brokerage in fostering mobilization in support of change. RESEARCH IN ORGANIZATIONAL BEHAVIOR 2017. [DOI: 10.1016/j.riob.2017.09.002] [Citation(s) in RCA: 10] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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Almost J, Wolff AC, Stewart-Pyne A, McCormick LG, Strachan D, D'Souza C. Managing and mitigating conflict in healthcare teams: an integrative review. J Adv Nurs 2016; 72:1490-505. [PMID: 26822008 DOI: 10.1111/jan.12903] [Citation(s) in RCA: 94] [Impact Index Per Article: 11.8] [Reference Citation Analysis] [Abstract] [Key Words] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 11/19/2015] [Indexed: 12/01/2022]
Abstract
AIM To review empirical studies examining antecedents (sources, causes, predictors) in the management and mitigation of interpersonal conflict. BACKGROUND Providing quality care requires positive, collaborative working relationships among healthcare team members. In today's increasingly stress-laden work environments, such relationships can be threatened by interpersonal conflict. Identifying the underlying causes of conflict and choice of conflict management style will help practitioners, leaders and managers build an organizational culture that fosters collegiality and create the best possible environment to engage in effective conflict management. DESIGN Integrative literature review. DATA SOURCES CINAHL, MEDLINE, PsycINFO, Proquest ABI/Inform, Cochrane Library and Joanne Briggs Institute Library were searched for empirical studies published between 2002-May 2014. REVIEW METHODS The review was informed by the approach of Whittemore and Knafl. Findings were extracted, critically examined and grouped into themes. RESULTS Forty-four papers met the inclusion criteria. Several antecedents influence conflict and choice of conflict management style including individual characteristics, contextual factors and interpersonal conditions. Sources most frequently identified include lack of emotional intelligence, certain personality traits, poor work environment, role ambiguity, lack of support and poor communication. Very few published interventions were found. CONCLUSION By synthesizing the knowledge and identifying antecedents, this review offers evidence to support recommendations on managing and mitigating conflict. As inevitable as conflict is, it is the responsibility of everyone to increase their own awareness, accountability and active participation in understanding conflict and minimizing it. Future research should investigate the testing of interventions to minimize these antecedents and, subsequently, reduce conflict.
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Affiliation(s)
- Joan Almost
- School of Nursing, Queen's University, Kingston, Ontario, Canada
| | - Angela C Wolff
- Clinical Professional Development, Professional Practice, Fraser Health Authority, Surrey, British Columbia, Canada
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Tsai MH, Bendersky C. The Pursuit of Information Sharing: Expressing Task Conflicts as Debates vs. Disagreements Increases Perceived Receptivity to Dissenting Opinions in Groups. ORGANIZATION SCIENCE 2015. [DOI: 10.1287/orsc.2015.1025] [Citation(s) in RCA: 17] [Impact Index Per Article: 1.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Paternalistic Leadership, Team Conflict, and TMT Decision Effectiveness: Interactions in the Chinese Context. MANAGEMENT AND ORGANIZATION REVIEW 2015. [DOI: 10.1017/mor.2015.34] [Citation(s) in RCA: 25] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Abstract
ABSTRACTIn this article, we propose that types of CEO paternalistic leadership will affect the effectiveness of top management team (TMT) decisions, and that team conflict will play a mediating role in the relationship between CEO paternalistic leadership and decision effectiveness in the Chinese context. Data collected from 108 TMTs in China suggest that dimensions of paternalistic leadership significantly affect decision effectiveness: benevolent and moral leadership positively affect TMT decision effectiveness, but authoritarian leadership has negative effects on TMT decision effectiveness. In addition, cognitive and affective team conflicts partially mediate the links between paternalistic leadership types and decision effectiveness. The results suggest that CEO paternalistic leadership approaches and conflict modes significantly determine TMT decision effectiveness.
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Hill NS, Bartol KM. Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams. PERSONNEL PSYCHOLOGY 2015. [DOI: 10.1111/peps.12108] [Citation(s) in RCA: 70] [Impact Index Per Article: 7.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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Günsoy C, Cross SE, Uskul AK, Adams G, Gercek-Swing B. Avoid or Fight Back? Cultural Differences in Responses to Conflict and the Role of Collectivism, Honor, and Enemy Perception. JOURNAL OF CROSS-CULTURAL PSYCHOLOGY 2015. [DOI: 10.1177/0022022115594252] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
We investigated how responses to interpersonal conflict differed across Ghana, Turkey, and the northern United States. Due to low levels of interpersonal embeddedness, people from individualistic cultures (northern United States) have more freedom to prioritize individual goals and to choose competitive and confrontational responses to conflict compared with people from collectivistic cultures (Turkey, Ghana). Consistent with this idea, we found that northern American participants were less willing to avoid instigators but more willing to retaliate against them compared with other cultural groups. Moreover, in honor cultures like Turkey, there is strong concern for other people’s opinions, and insults are more threatening to personal and family reputation compared with non-honor cultures. Therefore, Turkish participants were less willing to engage in submissive behaviors such as yielding to the instigator. Finally, in Ghana, relationships are more obligatory and enemies are more prominent compared with other cultures. Consistent with our predictions, Ghanaian participants were less willing than Turkish or northern American participants to choose retaliation but more willing to yield to the instigator. Differences in response styles were consistent with dominant cultural values and the cultural nature of interpersonal relationships.
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Affiliation(s)
| | | | | | | | - Berna Gercek-Swing
- Iowa State University, Ames, IA, USA
- University of Wisconsin, La Crosse, WI, USA
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Supervisor conflict management, justice, and strain: multilevel relationships. JOURNAL OF MANAGERIAL PSYCHOLOGY 2014. [DOI: 10.1108/jmp-04-2012-0120] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The purpose of this paper is to test a multilevel model of the main and mediating effects of supervisor conflict management style (SCMS) climate and procedural justice (PJ) climate on employee strain. It is hypothesized that workgroup-level climate induced by SCMS can fall into four types: collaborative climate, yielding climate, forcing climate, or avoiding climate; that these group-level perceptions will have differential effects on employee strain, and will be mediated by PJ climate.
Design/methodology/approach
– Multilevel SEM was used to analyze data from 420 employees nested in 61 workgroups.
Findings
– Workgroups that perceived high supervisor collaborating climate reported lower sleep disturbance, job dissatisfaction, and action-taking cognitions. Workgroups that perceived high supervisor yielding climate and high supervisor forcing climate reported higher anxiety/depression, sleep disturbance, job dissatisfaction, and action-taking cognitions. Results supported a PJ climate mediation model when supervisors’ behavior was reported to be collaborative and yielding.
Research limitations/implications
– The cross-sectional research design places limitations on conclusions about causality; thus, longitudinal studies are recommended.
Practical implications
– Supervisor behavior in response to conflict may have far-reaching effects beyond those who are a party to the conflict. The more visible use of supervisor collaborative CMS may be beneficial.
Social implications
– The economic costs associated with workplace conflict may be reduced through the application of these findings.
Originality/value
– By applying multilevel theory and analysis, we extend workplace conflict theory.
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Kugler KG, Brodbeck FC. Corporate Communication and Worker Perceptions of Conflict Management and Justice. NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH 2014. [DOI: 10.1111/ncmr.12042] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
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Chi SCS, Yang MY. How does negative mood affect turnover intention? The interactive effect of self-monitoring and conflict perception. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2013. [DOI: 10.1080/1359432x.2013.856299] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
Affiliation(s)
- Shu-Cheng Steve Chi
- Department of Business Administration, National Taiwan University, Taipei 106, Taiwan
| | - Mei-Yu Yang
- Department of Business Administration, Chihlee Institute of Technology, New Taipei City 22050, Taiwan
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Abstract
This paper examines methods for counteracting groupthink defined as the extreme concurrence seeking exhibited by decision making groups, typically under conditions of high threat and cohesion (Janis, 1982). The authors identify three major categories of interventions potentially capable of mitigating groupthink tendencies: a) traditional recommendations originally hypothesized by Janis, b) methods for enhancing intellectual conflict during the decision making phase, and c) procedures designed to minimize pressures for the activation of group social identity defenses. The authors critically review the limited research empirically examining these recommendations, identify both advantages and disadvantages associated with implementing these interventions, and discuss conditions under which they are likely to be effective and ineffective.
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Affiliation(s)
| | - Marlene E. Turner
- School of Global Innovation and Leadership, San Jose State University, San Jose, CA, USA
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