Multiplex Conflict: Examining the Effects of Overlapping Task and Relationship Conflict on Advice Seeking in Organizations

This study examines the extent to which multiplex conflict relationships, or those infused with both relationship and task conflict, are related to employee decisions regarding from whom to seek advice at work. Data were gathered from 75 employees in a medium-sized life sciences firm in the US Midwest and analyzed using social network analysis. Findings demonstrate that although employees were less likely to seek advice from someone with whom they experienced relationship conflict, employees were more likely to seek advice from those with whom they experienced task conflict. Moreover, advice was still sought from those with whom both forms of conflict were present simultaneously. The current study demonstrates that employees are willing to seek advice from those with whom there is task conflict despite the simultaneous presence of relationship conflict. Compared to relationships free of relationship conflict (e.g., friendships), those characterized by multiplex conflicts provide greater access to others with divergent perspectives while also reducing the need for advice seekers to invest resources towards the protection and maintenance of the positive affective portion of the relationship. Although much of the focus of conflict research has been directed towards intragroup task and relationship conflict, our multiplex social network approach provides a unique opportunity to explore the effects on advice seeking stemming from the co-occurrence of these distinct types of conflict within the same employee dyad. In doing so, we contribute to the continuing debate regarding the primacy of affective or cognitive concerns in judgment and behavior.     

The Influence of Conflict Issue Importance on the Co‐occurrence of Task and Relationship Conflict in Teams

Task conflicts may be beneficial for team performance whereas relationship conflicts are associated with negative team outcomes. Because the two conflict types are typically correlated within teams, it is difficult to enhance task conflicts and simultaneously avoid relationship conflicts. This study examines how importance of the conflict issue moderates the association between task and relationship conflict. In addition, the hypothesis was tested that the interaction between task conflict and issue importance on relationship conflict is mediated by task conflict emotionality. A sample of 50 teams provided data for this study. Results confirmed the buffering effect of conflict issue importance. When teams fight about important task issues, no association between task conflict and relationship conflict was found. This effect could be partially attributed to the decrease in negative emotions present in teams during important task conflicts. The implications of this study are described and directions for future research are indicated.     

冲突对绩效的影响：个体、团队宜人性的调节作用

以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示：(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。     

Task versus relationship conflict,team performance,and team member satisfaction: a meta-analysis

This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, results revealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction. In contrast to what has been suggested in both academic research and introductory textbooks, however, results also revealed strong and negative (instead of the predicted positive) correlations between task conflict team performance, and team member satisfaction. As predicted, conflict had stronger negative relations with team performance in highly complex (decision making, project, mixed) than in less complex (production) tasks. Finally, task conflict was less negatively related to team performance when task conflict and relationship conflict were weakly, rather than strongly, correlated.     

Consequences of Feeling Dissimilar from Others in a Work Team

This study extended the current literature on group diversity by examining the moderating influence of perceived group openness to diversity on the relationships between perceived individual visible, informational, and value dissimilarity; individual task and relationship conflict; and work group involvement. A survey was administered to 129 public service employees who worked in intact teams. Results revealed that value dissimilarity had a positive association with task and relationship conflict and a negative association with work group involvement. Perceived group openness to diversity moderated the associations between visible and informational dissimilarity and work group involvement, and between value dissimilarity and task conflict. These results highlight the importance of managing differences by introducing norms promoting diversity and the involvement of all team members.     

A contingency model of conflict and team effectiveness

The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict-team performance relationship. Specifically, the relationship is curvilinear in the shape of an inverted U when relationship conflict is low, but the relationship is linear and negative when relationship conflict is high. The results for team-member satisfaction are more equivocal, but the findings provide some evidence that relationship conflict exacerbates the negative relationship between task conflict and team-member satisfaction.     

Exploring diversity effects: nationality composition and nationality context in workgroups

The types of conflict that emerge in nationally diverse teams may depend on the number and types of nationalities present in the team. We investigate the possibility that when teams have individuals from multiple different nationalities (i.e., Dutch, Swiss and Indonesian), rather than just two different nationalities (Dutch and Indonesian), performance and task conflict will be higher while process and relationship conflicts will be comparatively lower. A scenario-based study was conducted in two countries in which we examined how nationality composition (size of national diversity or number of nationalities) and context (nature of national diversity or types of nationalities) affected perceived conflict and expected performance. We hypothesized and found that task conflict and performance are higher in nationally diverse workgroups that included multiple dissimilar nationalities compared to workgroups with just two nationalities. Results also showed that relationship and process conflicts are lower in groups that are diverse in size and nature of national diversity. We observed that social distances among nationalities varied in such a way that a distant nationality became more distanced and a close nationality became even closer in a nationally diverse group. Social distance, in that way, moderated the effect of national diversity. We discuss implications for diversity and conflict management.     

Leadership Team Cohesion and Subordinate Work Unit Morale and Performance

This study examined (a) the relationship of cohesion among members of a platoon leadership team to subordinate attitudes and performance and (b) the degree of consensus among squad members and their leaders regarding the leadership team's cohesiveness. In a sample of 60 light infantry platoons, squad members' perceptions of leadership team cohesion (LC) were signifi- cantly related (at both individual and unit levels) to their cohesion, organiza- tional identification, job involvement, task motivation, career intent, and perceptions of unit effectiveness. They were also related to ratings of performance in simulated combat. Regression revealed LC to be beneficial over and above the perceived quality of the individual leaders. Most of these relationships held true from the perspective of squad leaders, and some from the perspective of platoon sergeants and platoon leaders. The degree of consensus among the different levels varied as well. The results suggest that leaders should pay more attention to the impact their cohesion or dissension may have on unit morale and performance.     

The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study

Moderate task conflict has generally been associated with higher group performance, and relationship conflict associated with lower performance. Past studies have most often discussed their findings as though differences in level of intragroup conflict cause differences in group performance—rather than testing the additional possibility that reported group conflict is a reaction to feedback on past group performance. This paper explores the dynamic relationships between intragroup conflict and performance with a longitudinal design. Results from 67 groups suggest that initial performance feedback to groups can have significant consequences for future team interaction. We find evidence to suggest that, (a) negative initial group performance feedback results in later increases in both task and relationship conflict, but that (b) groups with high early intragroup trust are buffered from experiencing the worst of future relationship conflict.     

When and why hierarchy steepness is related to team performance

This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.     

Relationships of role stressors with organizational citizenship behavior: a meta-analysis

Several quantitative reviews have documented the negative relationships that role stressors have with task performance. Surprisingly, much less attention has been directed at the impact of role stressors on other aspects of job performance, such as organizational citizenship behavior (OCB). The goal of this study was to therefore estimate the overall relationships of role stressors (i.e., role ambiguity, conflict, and overload) with OCB. A meta-analysis of 42 existing studies indicated that role ambiguity and role conflict were negatively related to OCB and that these relationships were moderated by the target of OCB, type of organization, OCB rating source, and publication status. As expected, role conflict had a stronger negative relationship with OCB than it did with task performance. Finally, we found support for a path model in which job satisfaction mediated relationships of role stressors with OCB and for a positive direct relationship between role overload and OCB.     

Perspective taking in conflict settings: Can perspective taking smooth tensions between Trump and Clinton supporters in the aftermath of 2016 U.S. presidential election?

Can perspective taking improve intergroup attitudes in conflict contexts? How does a context of conflict shape people's responses to perspective-taking tasks and their ultimate effectiveness? The present study addressed these questions by examining the effect of perspective taking (compared with a perspective giving and a control condition) on intergroup attitudes between Trump and Clinton supporters (N = 537) one month after the 2016 presidential election. Perspective taking had positive effects on some intergroup attitudes: It increased warmth toward the outgroup (thermometer ratings), outgroup tolerance, perceived similarities between groups, and marginally increased positive outgroup evaluation. This study also sheds light on the mechanisms that might reduce the effectiveness of perspective taking in conflict settings by assessing the content and the effects of the induced perspectives in response to perspective-taking task. About half of the induced perspective-taking narratives involved negative views of the other, which were associated with worse intergroup outcomes. In addition, higher perceived intensity of the conflict between Trump and Clinton supporters and more negative emotions about the election outcome predicted more induced negative perspectives as a response to the perspective-taking task. In turn, negative perspectives were associated with more negative intergroup attitudes. To sum up, while perspective taking had an overall positive impact on intergroup attitudes in this conflict setting, its impact seems to be contingent upon the content of induced perspective-taking narratives.     

领导集权度与团队成员交换：任务互依性与团队绩效压力的调节作用

从情感互动视角出发,通过三个时间节点对72个团队的问卷调查,探讨了领导集权度对团队成员交换（TMX）及团队绩效的作用机制和边界条件。结果表明：任务互依性和团队绩效压力调节了领导集权度与TMX间的关系,即任务互依性或团队绩效压力越高,领导集权度与TMX之间的负向关系越弱,反之则越强。进一步分析显示,任务互依性和团队绩效压力调节了TMX在领导集权度和团队绩效间关系的中介作用,表现为被调节的中介作用模型。     

Investigating Physiological and Self-Reported Mediators of Stereotype Lift Effects on a Motor Task

Achievement gaps between social groups may result from stereotype threat effects but also from stereotype lift effects—the performance boost caused by the awareness that an outgroup is negatively stereotyped. We examined stereotype lift and threat effects in the motor domain and investigated their mediation by task involvement and self-confidence, measured by heart rate reactivity and self-reported indices. Males and females performed a balance task about which negative stereotypes about either males or females were given. No gender information was given in a control condition. Results showed no stereotype threat but a stereotype lift effect, participants performing significantly better after negative outgroup stereotypes were explicitly linked to performance on the balance task compared to the control condition. Concerning males, this effect was mediated by higher self-confidence and task involvement. The implications of these results for understanding the gender inequalities in the motor domain are discussed.     

A multiplex view of leadership structure in management teams

In the hope of complementing the structural perspective in upper echelon research and advancing a fine-grained understanding of dyadic leadership influence in management teams, the current study combines two types of intrateam structures—leadership network and friendship network—to create a multidimensional conceptualization of leadership structure in management teams. Specifically, we propose that management teams with a denser singular leadership network (i.e., a network consisting of many leadership ties that are not coupled with friendship ties) should have lower management team cohesion, which subsequently renders worse business unit performance. To contrast, management teams with a denser multiplex network (i.e., a network consisting of many leadership ties that are coupled with friendship ties) should have higher management team cohesion, which subsequently renders better business unit performance. Guided by structural contingency perspective, we further propose that management team task interdependence will strengthen team cohesion's positive impact on business unit performance. To test the hypothesized model, we collected team-level social network data and multiple-wave survey data from 697 managers nested in 148 hotels (i.e., 148 management teams) owned by a large hospitality company. We also obtained objective performance data for each hotel (i.e., occupancy percentage rate and revenue per available room per day) as the criterion measure. The data supported our hypotheses. The theoretical and practical implications of our findings are discussed.     

人心难读：冲突中的预测偏差及其心理机制

冲突事件是指当事某方采取的行动可能对另一方造成直接且明显的伤害、进而导致紧张关系的事件。拒绝他人请求、反驳他人观点、与他人一起参与竞争等皆有可能诱发冲突。有效的冲突管理有助于减少冲突带来的消极影响,发挥冲突潜在的积极影响。但是,广泛存在的预测偏差严重妨碍了冲突管理。因此,欲解决冲突管理的难题,必须探究人类在冲突中的预测偏差。现有研究多着眼于非冲突中的预测偏差,采取信息驱动的视角,将预测偏差的主要原因归结为人受限于认知上的不足,因而认为预测偏差是一种错误,主要关注其消极影响。然而,现有研究忽视了冲突中的预测偏差的独特性。冲突中,预测偏差可能受人的自我保护动机和避免人际伤害动机驱动自上而下地产生,并具有一定的适应性。 基于对现有研究的总结,本项目旨在突破当前的理论困境,探讨冲突事件中预测偏差的独特规律及其心理机制与后果,具体而言包括四大目标：(1)聚焦冲突事件中的预测偏差,并以对应的非冲突事件作为对照,揭示预测偏差在冲突中独特的表现形式,提出冲突事件的“偏差放大效应”,即与非冲突事件相比,在冲突事件中,预测偏差的程度会被放大,例如反驳他人者对他人的体验产生较大的错误预测,而赞同他人者则相对能更准确地预测他人的体验;(2)从动机性认知视角探讨“偏差放大效应”的心理成因,揭示“负性驱动机制”,即人因为担忧冲突事件的负性结果,出于自我保护的目的而在注意、知觉、思维等认知加工环节把冲突事件的潜在结果加工得更加消极,作最坏的打算以应对冲突;(3)考察“负性驱动机制”下预测偏差导致的后果,如使人采取回避行为,具体表现为人际退缩和不作为等;(4)设计有效的去偏差方案,以直接和间接两种方式改变预测者的动机,进而改变其认知加工,减弱预测偏差。 通过完成以上目标,本项目将构建解释冲突事件中预测偏差的理论模型。该理论模型立足于动机性认知的视角,从现象层面揭示“偏差放大效应”,将负性偏差理论拓展到人际过程中;从机制层面突破信息驱动视角的局限,揭示动机性认知在人际互动中的指导作用;从思想层面基于生态理性观辩证分析预测偏差的适应性作用,促使研究者重新审视“何为理性”。该模型弥补了以往研究忽视动机对预测偏差的影响这一不足,并将预测偏差和负性偏差、动机性认知等理论结合起来,形成了更完整的理论框架。本项目有助于推动对预测偏差的全面理解,发展行为决策理论,帮助公众和社会治理者准确预测他人,提升冲突管理能力,提高决策质量。     

The dark and the bright sides of proactive work behaviour and situational constraints: Longitudinal relationships with task conflicts

We investigated relationships of a job stressor (situational constraints) and specific proactive behaviours with change in task conflicts over time. We introduced two distinct types of proactive work behaviour (promotion-oriented initiative and prevention-oriented initiative) and examined their positive but also negative relationships with change in task conflicts. Study 1 supported the construct validity of promotion-oriented initiative and prevention-oriented initiative for 363 student assistants: Confirmatory factor analyses indicated that both types of proactive behaviour were distinct constructs and also distinct from active coping; patterns of correlations were similar to those of a prior concept of proactive behaviour. Study 2 was a longitudinal online survey with 197 employees over 3 weeks. Consistent with our hypotheses, situational constraints and promotion-oriented initiative predicted an increase in task conflicts, whereas prevention-oriented initiative predicted a decrease in task conflicts.     

Personality in teams: Its relationship to social cohesion,task cohesion,and team performance

This study continued past research on the relationship between personality composition in teams and social cohesion and team performance (Barrick, Stewart, Neubert, & Mount, 1998). Results from the Barrick et al. sample (N = 50) were compared with data from two new samples, one comprising drilling teams in the US (N = 24), and the other comprising student teams in The Netherlands (N = 25). Furthermore, this study examined the relationship between personality composition and task cohesion, usually considered to be a stronger predictor of team performance than social cohesion. Results partly confirmed the relationships between personality composition, cohesion, and team performance that were found previously. Minimum levels of conscientiousness and agreeableness contributed positively to both task cohesion and team performance. High mean levels of extraversion and emotional stability contributed positively to social cohesion. Some results differed across the three samples, stressing the importance of task characteristics as a factor influencing relationships between team personality, team processes, and team performance. Although significant relationships were found between social cohesion, task cohesion, and performance, cohesion measures did not mediate relationships between personality composition and team performance.     

工作狂领导对团队绩效的双刃剑作用机制

随着行业竞争压力的加剧, 工作狂领导在职场中愈发普遍。然而对于工作狂领导在组织中的有效性, 无论是在实践界还是在学术界都尚存争议。鉴于此, 本研究基于社会信息加工理论, 分析工作狂领导对团队绩效的双刃剑作用机制。通过对某物业管理服务公司进行多时点、多来源的问卷调查, 研究结果表明：一方面, 工作狂领导会提升团队工作卷入, 促进团队绩效; 另一方面, 工作狂领导也会引发团队消极情绪, 损害团队绩效表现; 团队工作重要性能有效缓解工作狂领导对团队绩效的消极作用, 同时促进其积极作用。以上研究发现有助于辨证理解工作狂领导有效性, 为组织培育管理人才提供有益借鉴。     

动力学与吸引子理论在冲突研究中的应用

用动力学的观点来看待冲突是近年来关于冲突研究的一个新发展。与传统的研究概念和方法不同的是,动力学的观点将冲突及与冲突相关的过程作为一个复杂系统,冲突各方的思想、情感和行为的相互关系构成了冲突内在的动力学机制。系统内各要素的相互关系可以用吸引子来反映,冲突的发展和结束取决于引发冲突的吸引子的性质。所谓成功的干预则意味着冲突各方形成了新的心理和行为模式和不同于以往的心理和社会环境。