The Journal of applied psychology
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Social relations analyses involving 132 working relationships among 60 individuals from 29 teams revealed that an increase in a team member's task dependence on another team member was associated with higher levels of perceived help from and interpersonal trust in that specific team member, provided the other member was highly task dependent on the focal member. The degree to which an actor perceived a relationship with a partner to be helpful partially mediated the relationship between task dependence and trust. These findings highlight the importance of attending to asymmetries in task dependence and provide valuable insights into mechanisms that can explain the development of trust in organizational work teams.
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Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, the authors examined whether the disruptive effects of diversity faultlines can be overcome by convincing groups of the value of diversity. ⋯ This effect was mediated by group-level information elaboration. Implications for diversity management in organizations are discussed.
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The authors developed and meta-analytically examined hypotheses designed to test and extend work design theory by integrating motivational, social, and work context characteristics. Results from a summary of 259 studies and 219,625 participants showed that 14 work characteristics explained, on average, 43% of the variance in the 19 worker attitudes and behaviors examined. ⋯ Finally, beyond both motivational and social characteristics, work context characteristics explained incremental variances of 4% in job satisfaction and 16% in stress. The results of this study suggest numerous opportunities for the continued development of work design theory and practice.
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This field study examines the joint effects of social exchange relationships at work (leader-member exchange and team-member exchange) and employee personality (conscientiousness and agreeableness) in predicting task performance and citizenship performance. Consistent with trait activation theory, matched data on 230 employees, their coworkers, and their supervisors demonstrated interactions in which high quality social exchange relationships weakened the positive relationships between personality and performance. Results demonstrate the benefits of consonant predictions in which predictors and outcomes are matched on the basis of specific targets. We discuss theoretical and practical implications.
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In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.