Cross‐level effects of demography and diversity climate on organizational attachment and firm effectiveness

We studied the impact of demographic diversity on individual attachment and firm unit performance in a relatively diverse organization. We implemented cross‐level regression to study gender and race/ethnic categorical, relational, and organizational demography in a sample of 26 units part of a regional restaurant chain. At the individual level, we found that diversity climate (DC) moderates the impact of relational and categorical demography on affective organizational commitment, organizational identification, and intention to quit. At the organizational level, we found that DC moderates the impact of organizational diversity on firm productivity and return on profit. We discuss the importance of organizational DC as organizational context on individual attachment, and implications for firm effectiveness in diverse organizations. Copyright © 2007 John Wiley & Sons, Ltd.     

Bracketing team boundary spanning: An examination of task‐based,team‐level,and contextual antecedents

There is growing recognition that teams do not function in a vacuum and that external boundary activities are important predictors of team performance, effectiveness, and knowledge sharing. In the past, researchers have focused on the effects of team composition or task characteristics as antecedents of critical boundary spanning activities. However, less effort has been directed at understanding how antecedents at multiple levels can simultaneously influence boundary spanning behavior in teams. This paper takes stock of over 20 years of research on the topic of team boundary spanning. Adopting a “bracketing” approach etc., we develop a multi‐level theoretical model to guide future research on the determinants of team boundary spanning. This model specifies task‐based, team‐level, and contextual antecedents of team boundary spanning and outlines the contingencies shaping the emergence of effective boundary‐management behavior in teams. Copyright © 2008 John Wiley & Sons, Ltd.     

Emergent network structure and initial group performance: The moderating role of pre‐existing relationships

Organization restructurings often put groups of employees into new teams and roles, and it is not unusual for some of these new teammates to have pre‐existing work and friendship relationships. While there has been much theorizing on the impact of existing social network structures on group performance, there has been less research on how pre‐existing relationships help or hinder initial group performance, especially in teams with interdependent roles and tasks. We explore several hypotheses in a competitive management simulation involving 42 teams and find that (1) the density of pre‐existing work and friendship relationships are directly associated with higher initial group performance, and (2) pre‐existing work network density moderates the relationship between emergent work network density and initial group performance. In other words, the degree to which emergent work ties are based on pre‐existing work relationships (i.e., former co‐workers actually work together in their new roles) also contributes to higher initial group productivity. Copyright © 2009 John Wiley & Sons, Ltd.     

Linking the Big Five‐Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator

In this multi‐source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO‐PI‐R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five‐Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright © 2005 John Wiley & Sons, Ltd.     

Buyer–supplier alliances in the automobile industry: how exit‐voice strategies influence interpersonal relationships

Although automobile manufacturers emphasize that they are building more cooperative, long‐term relationships with their suppliers, we hypothesized and found that buyers are actually pursuing a dual strategy approach, in which they use threats on out‐group suppliers while providing help to in‐group members. Our hypotheses were based on the exit, voice, and loyalty typology, and on research from leader–member exchange theory. We also found that the macro‐level strategy set the context for the micro‐level interactions between buyers and suppliers. The degree to which the buyers and suppliers interacted in a friendly, informal manner depended more on the in‐ or out‐group status of the supplier firm than on the interaction style preferences of the suppliers. These findings are consistent with Mischel's ( 1977 ) theory that individual differences predict behavior under weak environmental conditions but not under strong environments. Compared to buyers, suppliers were more likely to prefer a friendly, informal interaction style. These findings were predicted based on the research on emotional display rules and emotional labor. Copyright © 2000 John Wiley & Sons, Ltd.     

Self‐efficacy changes in groups: effects of diversity,leadership, and group climate

Self‐efficacy belief is a significant predictor of behavioral choices in terms of goal setting, the amount of effort devoted to a particular task, and actual performance. This study conceives of formation and change of self‐efficacy as a social and context‐dependent process. We hypothesized that different group factors (discretionary and ambient group stimuli) influence changes in members' self‐efficacy through differing routes (individual‐level and cross‐level processes). We tested our hypotheses using data from individuals in 169 training groups who attended a 5‐day workshop designed to increase participants' job‐search skills and efficacy. Specifically, we examined the degree of change in participants' job‐search efficacy before and after the workshop. The results showed that (a) membership diversity in education was positively related to increases in job‐search efficacy, (b) supportive leadership contributed to job‐search efficacy at the individual level of analysis with no cross‐level effects, and (c) open group climate contributed to job‐search efficacy through both individual‐level and cross‐level processes. Limitations and directions for future research are discussed. Copyright © 2003 John Wiley & Sons, Ltd.     

Team conflict management and team effectiveness: the effects of task interdependence and team identification

The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy‐seven intact work teams from high‐technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright © 2008 John Wiley & Sons, Ltd.     

General self‐efficacy and self‐esteem: toward theoretical and empirical distinction between correlated self‐evaluations

To test whether general self‐efficacy and self‐esteem relate differently to motivational and affective constructs, we collected data from samples in academic and work settings. Results suggest that general self‐efficacy is more highly related to motivational variables than is self‐esteem, whereas self‐esteem is more highly related to affective variables than is general self‐efficacy, as hypothesized. Furthermore, results support the notion that motivational and affective states differentially mediate the relationships of general self‐efficacy and self‐esteem with task performance. These results confirm the theoretical distinction between general self‐efficacy and self‐esteem and suggest that failure to distinguish between them might exact a price in terms of precision, validity, and understanding of determinants of performance. Implications for research and practice in organizations are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

The effects of self‐emotion,counterpart emotion,and counterpart behavior on negotiator behavior: a comparison of individual‐level and dyad‐level dynamics

This study expands the negotiation literature by examining how negotiator behavior is predicted by various emotions felt by the negotiators and their counterparts and by counterpart negotiation behavior. Using hierarchical linear modeling, we also compare individual‐ and dyad‐level processes that lead to negotiator behavior and outcomes. The results from a dyadic negotiation simulation showed that both the valence and agency of negotiator and counterpart emotions need to be considered to understand the roles of emotion in negotiator behavior. Negotiators tend to reciprocate counterparts' integrating, compromising, and dominating behaviors, but they also offer complementary (or matching) responses to the counterparts' dominating and yielding behaviors. Integrating behavior was more dependent on dyad‐level interpersonal dynamics than were the other behaviors. The comparison of negotiator‐level and dyad‐level results suggests that negotiation needs to be understood in the context of collective exchanges as well as individual‐level cognitive processes. Copyright © 2005 John Wiley & Sons, Ltd.     

The Janus face of paternalistic leaders: Authoritarianism,benevolence, subordinates' organization‐based self‐esteem,and performance

We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization‐based self‐esteem (OBSE). Using a sample of 686 supervisor–subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task performance and organizational citizenship behavior toward the organization (OCBO) on the other. We also found that the negative effect of authoritarian leadership on subordinate OBSE, task performance, and OCBO was weaker when supervisors exhibited higher levels of leader benevolence. Also, OBSE mediated the joint effect of authoritarian leadership and benevolent leadership on subordinate task performance and OCBO. Copyright © 2012 John Wiley & Sons, Ltd.     

Team creativity/innovation in culturally diverse teams: A meta‐analysis

This meta‐analysis investigates the direction and strength of the relationship between diversity in culturally diverse teams and team creativity/innovation. We distinguish the effects of two diversity levels (i.e., surface level vs. deep level) in culturally diverse teams and examine the moderators suggested by the socio‐technical systems framework (i.e., team virtuality and task characteristics in terms of task interdependence, complexity, and intellectiveness). Surface‐level diversity in culturally diverse teams is not related to team creativity/innovation, whereas deep‐level diversity in culturally diverse teams is positively related to team creativity/innovation. Moreover, surface‐level diversity in culturally diverse teams and team creativity/innovation are negatively related for simple tasks but unrelated for complex tasks. Deep‐level diversity in culturally diverse teams and team creativity/innovation is positively related for collocated teams and interdependent tasks but unrelated for noncollocated teams and independent tasks. We discuss the theoretical and practical implications.     

Predicting retail shrink from performance pressure,ethical leader behavior,and store‐level incivility

Retail shrink, a form of inventory loss due primarily to employee theft and shoplifting, is a growing concern for retailers. Prior work on shrink has taken primarily an individual‐level focus to understanding this problem but has yet to really explore how the business context impacts shrink. The current study addresses this need by delineating and testing a unit‐level (i.e., between‐stores) conceptual model, wherein we examine the influence of performance pressure, ethical leader behavior, and store‐level incivility on shrink in a field study of 111 U.S. retail stores. Results demonstrate that performance pressure and ethical leadership interact to influence store‐level incivility. Further, stores with higher incivility also had higher levels of shrink. A focus on the contextual predictors of shrink provides timely insights into the role of performance pressure and leadership on store‐level incivility and consequently on retail shrink. In light of increasingly thin margins in the retail industry, the evidence on how pressure to perform and ethical leadership influences retail shrink may offer a solution to retailers looking to stem financial losses by promoting civility in the workplace.     

Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict

The increased use of teams in organizations, coupled with an increasingly diverse workforce, strongly suggests that we should learn more about how team diversity affects functioning and performance. The purpose of this study was to explore the differential impact of surface‐level diversity (gender, ethnicity), deep‐level diversity (time urgency, extraversion), and two moderating variables (team orientation, team process) on relationship conflict over time. Hypotheses were tested by tracking 45 student project teams in a longitudinal design. Results revealed that team orientation and team process moderated the diversity–conflict link. Specifically, team orientation helped to neutralize the negative effects of surface‐level (gender) diversity on relationship conflict. In a similar manner, team processes worked to weaken the deleterious effects of deep‐level diversity (time urgency) on relationship conflict. In addition, relationship conflict resulted in lower perceived performance by team members. Copyright © 2004 John Wiley & Sons, Ltd.     

When does adaptive performance lead to higher task performance?

Adaptive performance is a facet of performance that reflects acquiring enhanced competencies in response to change. Micro‐level researchers have assumed that adaptive performance is beneficial for task performance. Similarly, macro‐level researchers have suggested that organizations need to attend to, monitor, and respond to contingencies in their environments for adaptive performance to be beneficial for firm performance. Drawing from the attention‐based theory of the firm and resource theory, we suggest that perceptions of organizational politics and individual differences in conscientiousness constitute contingencies of the adaptive performance–task performance relationship. In a sample of 92 call center employees, we found that adaptive performance is positively associated with task performance but that conscientiousness and organizational politics jointly influence the adaptive performance–task performance relationship. Copyright © 2011 John Wiley & Sons, Ltd.     

Technical‐administrative task performance,leadership task performance,and contextual performance: considering the influence of team‐ and task‐related composition variables

The purpose of the present study was to examine how the mix of ability, experience, and personality impacts three types of team performance: technical‐administrative task performance, leadership task performance, and contextual performance. Relationships were tested using data collected from student management teams, who were required to plan and supervise the preparation and service of meals in a cafeteria‐style dining room patronized by university students, staff, and faculty. Results revealed that both team‐ and task‐related composition variables predicted leadership and contextual performance. Specifically, grade point average was significantly related to technical‐administrative task performance, and extraversion, neuroticism, and grade point average were related to leadership task performance. Agreeableness and restaurant experience predicted contextual performance. Surprisingly, conscientiousness did not account for significant variance in any of the three types of performance measured. The implications of these findings for the study of team performance in organizations are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

A multilevel model of emotional skills,communication performance,and task performance in teams

There is increasing research regarding the influence of emotions on teamwork. In this study, we use a multilevel approach to examine how team members' use of emotion‐related skills affects team task performance and communication performance within the team. We measured individual self‐reported emotional skills prior to team formation and then collected peer‐rated individual communication performance and independently rated team task performance eight weeks later. Although there was no influence at the individual level between emotional skills and performance, team‐level emotional skills positively predicted team task performance scores. At the cross level, team‐level emotional skills predicted individual‐level communication performance. These findings emphasize the importance of distinct team emotional skills in shaping both team performance and individual team member performance. Copyright © 2011 John Wiley & Sons, Ltd.     

Job engagement,perceived organizational support,high‐performance human resource practices,and cultural value orientations: A cross‐level investigation

Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job engagement as well as indirectly related through employees' perceived organizational support. In turn, job engagement was positively related to in‐role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work‐related outcomes are enhanced owing to high‐performance HR practices. Copyright © 2015 John Wiley & Sons, Ltd.     

Self‐leadership in the context of part‐time teleworking

Employees who work periodically in both a traditional office and home office (part‐time teleworkers) face opportunities and risks related to both working locations. As self‐leadership might play a crucial role in this context, we examined within‐person variations in self‐leadership (self‐reward, self‐punishment, self‐cueing, self‐goal setting, imagining successful performance, and evaluation of beliefs and assumptions) on home days and office days. In a typical workweek, 195 part‐time teleworkers filled out daily surveys (729 days), and we examined the relationship between working location (office and home) and self‐leading behavior as well as the mediating role of autonomy. Finally, we investigated whether self‐leading behavior relates to ego depletion and work satisfaction at the end of the working day. Multilevel analyses revealed that part‐time teleworkers reported higher use of self‐reward, self‐goal setting, and visualization of successful performance on home days than on office days. The association between working location and self‐reward, self‐goal setting, visualization of successful performance, and evaluation of beliefs and assumptions was mediated by autonomy. There were no indirect effects of working location on ego depletion through self‐leadership. However, we found that on home days, part‐time teleworkers were more satisfied with their job at the end of the workday through self‐goal setting.     

Employees' self‐efficacy and perception of individual learning in teams: The cross‐level moderating role of team‐learning behavior

Despite the importance of employee learning for organizational effectiveness, scholars have yet to identify the factors that influence employees' perception of individual learning. This paper identified employees' self‐efficacy as a potential antecedent to their perception of individual learning in the context of teamwork. We also hypothesized that team‐learning behavior had a moderating effect on the relationship between employees' self‐efficacy and their perception of individual learning. We conducted a study of 236 teams working in a retail firm, comprising 236 team supervisors and 1397 employees, and analyzed the data using hierarchical linear modeling. This study revealed that employees' individual‐level self‐efficacy was positively associated with their perception of individual learning in teams. Additionally, team‐learning behaviors moderated the positive relationship between employees' self‐efficacy and the perception of individual learning. This study has theoretical and practical implications for a more nuanced understanding of the perception of individual learning in the context of teamwork. Copyright © 2016 John Wiley & Sons, Ltd.     

Managing relationship conflict and the effectiveness of organizational teams

Past research has revealed that team effectiveness and satisfaction suffer when teams experience relationship conflict—conflict related to interpersonal issues, political norms and values, and personal taste. This study examined how teams should respond to these conflicts. Three types of conflict responses were studied: collaborating responses, contending responses, and avoiding responses. A field study involving a heterogeneous sample of teams performing complex, non‐routine task showed that collaborating and contending responses to relationship conflict negatively relate to team functioning (i.e., voice, compliance, helping behavior) and overall team effectiveness, while avoiding responses were associated with high team functioning and effectiveness. It is suggested that collaborating and contending responses to relationship conflict distract team members from their tasks, while avoiding responses appear more functional in that they allow team members to pursue task performance. Copyright © 2001 John Wiley & Sons, Ltd.