The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective

Employees' personal initiative (i.e., their active and future-oriented engagement at work) is of high relevance to organizations that strive for innovation and competitiveness. To better understand its drivers and diminishers, the present study refers to Affective Events Theory and examines the impact of leader emotion management, team conflict, and affective well-being on personal initiative. Data from 300 members of 59 work teams in Germany were gathered from multiple sources at three points in time over the course of 2 weeks. Multilevel analyses indicated that leader emotion management positively affected team members' personal initiative and that this effect was mediated by team members' affective well-being. Data also revealed a contrasting negative indirect effect of task conflict within the team on team members' personal initiative via team members' affective well-being. The study's results suggest that the improvement of leaders' emotion management as well as the establishment of work conditions and experiences that foster affective well-being should be seriously considered by organizations wishing to facilitate personal initiative in team settings.     

Angry at your boss: Who cares? Anger recognition and mediation effectiveness

The key to success for workplace mediators lies in establishing a relationship of understanding, empathy, and trust with the conflicting parties. Literature suggests that the recognition of parties’ emotions by the mediator is essential to obtain such a relation. Although anger is one of the most prevailing emotions in conflict, little is known about how parties react to the experience of anger recognition on the part of the mediator, how this affects their perceptions of mediation effectiveness, and whether this is moderated by the hierarchical position parties occupy. Drawing on theories of power, emotions, and conflict, this study tests the hypothesis that conflicting parties in workplace mediation who experience anger recognition on the part of the mediator perceive the mediation as more effective and that this is more so for subordinates than for supervisors. Data collected in real labour mediations support this. Implications for mediation theory and practice are discussed.     

Effects of membership change on open discussion and team performance: The moderating role of team tenure

This study identified temporal conditions when membership change may enhance or diminish team functioning. Using a longitudinal repeated measures design surveying 41 R&D teams, this study examined whether team tenure moderated the relationship of membership change with open discussion and team performance. The results illustrated that increasing membership change was positively associated with both open discussion and team performance for newly formed teams, whereas this association was negative for long-serving teams. Thus, what matters is not so much whether a team's membership changes but rather whether the team's longevity supports or impedes adaptation to personnel changes.     

When and why creativity‐related conflict with coworkers can hamper creative employees' individual job performance

We examined when and why focal employees' creativity-related conflict with coworkers is related to their individual job performance. As hypothesized, a survey among 113 employees in 14 manufacturing work groups showed that creativity-related conflict with coworkers escalates into dysfunctional relationship conflict when focal employees have low rather than high trust in those coworkers. In its turn, relationship conflict with coworkers was found to be negatively associated with focal employees' individual job performance when they lack support from their supervisor. Finally, the indirect effect of creativity-related conflict on job performance through relationship conflict was found to be significant when both the first stage moderator of coworker trust and the second stage moderator of supervisory support were low rather than high.     

Fostering innovation in functionally diverse teams: The two faces of transformational leadership

Empirical research on the effects of functional diversity on team innovation has yielded largely inconsistent results, showing positive, negative, as well as nonsignificant effects. For capitalizing on the positive potential inherent in functionally diverse teams, opening the black box between cross-functionality and team innovation by analysing mediating and moderating processes thus seems to be highly relevant. In this article, task and relationship conflicts are introduced as mediators of functional diversity and team innovation. Within this framework, transformational leadership is discussed as a moderator. It will become apparent that the role of transformational leadership in fostering the innovativeness of cross-functional teams is rather ambiguous. The discussed mediators and the moderator transformational leadership are integrated into a comprehensive framework and propositions for future research are derived.     

Intergroup retaliation and intra‐group praise gain: The effect of expected cooperation from the in‐group on intergroup vicarious retribution

Intergroup vicarious retribution is the phenomenon whereby, after an out‐group member attacks an in‐group member, a member of the victim's group retaliates against a member of the perpetrator's group. This study examined the effect of expected cooperation from the in‐group on intergroup vicarious retribution through intra‐group reputation based on praise gain and exclusion avoidance. In the experiment, we conducted a one‐on‐one match in which, after participants learned that an out‐group member (as the winner) had imposed a fine on an in‐group member (as the loser) in a previous round, winning participants were allowed to impose an arbitrary fine on the other losing out‐group member. As a result, participants imposed a larger fine on their out‐group member opponent in retaliation when they were expected by in‐group members to cooperate than when such cooperation was not expected. Furthermore, participants regarded a fine as intra‐group cooperation. Since a path analysis revealed a mediating effect of praise gain, but no mediating effect of exclusion avoidance, expected cooperation from in‐group members facilitated vicarious retribution because those involved in retribution sought praise from other in‐group members. These findings suggest that the intra‐group reputation dynamics of expected cooperation and praise gain escalate intergroup conflict.     

Religion,resources, and work-family balance

It is increasingly recognised that work and family roles are interconnected. This is one reason why researchers and practitioners are working to understand and facilitate balance between work and nonwork roles. Most existing literature defines inter-role balance by emphasising work and family roles alone; unfortunately, this narrow focus prevents us from recognising individuals’ engagements in many other roles that may also influence one's balance. The present study expands our thinking about work-family balance by presenting and testing a model that incorporates involvement in a third role, organised religion. Specifically, we examine religious involvement, among Hindus living in the United States (N?=?105), as a predictor of resource gain and loss, and its effect on perceptions of work-family balance. Working within a Conversation of Resources framework, it was then expected that this resource gain/loss would influence coping strategies and perceptions of bi-directional work-family conflict and facilitation (indicators of work-family balance).     

Influence of stimulus type on effects of flanker,flanker position,and trial sequence in a saccadic eye movement task

Using the flanker paradigm in a task requiring eye movement responses, we examined how stimulus type (arrows vs. letters) modulated effects of flanker and flanker position. Further, we examined trial sequence effects and the impact of stimulus type on these effects. Participants responded to a central target with a left- or rightward saccade. We reasoned that arrows, being overlearned symbols of direction, are processed with less effort and are therefore linked more easily to a direction and a required response than are letters. The main findings demonstrate that (a) flanker effects were stronger for arrows than for letters, (b) flanker position more strongly modulated the flanker effect for letters than for arrows, and (c) trial sequence effects partly differed between the two stimulus types. We discuss these findings in the context of a more automatic and effortless processing of arrow relative to letter stimuli.     

Exploring conflict- and target-related movement of visual attention

Intermixing trials of a visual search task with trials of a modified flanker task, the authors investigated whether the presentation of conflicting distractors at only one side (left or right) of a target stimulus triggers shifts of visual attention towards the contralateral side. Search time patterns provided evidence for lateral attention shifts only when participants performed the flanker task under an instruction assumed to widen the focus of attention, demonstrating that instruction-based control settings of an otherwise identical task can impact performance in an unrelated task. Contrasting conditions with response-related and response-unrelated distractors showed that shifting attention does not depend on response conflict and may be explained as stimulus-conflict-related withdrawal or target-related deployment of attention.     

CONSIDERATIONS ON DEPRESSIVE CONFLICT AND ITS DIFFERENT LEVELS OF INTENSITY: IMPLICATIONS FOR TECHNIQUE

This article considers the problem of depressive conflict (DC) and the difficulties that arise in integrating aggression towards the object of libidinal cathexis. This conflict results, in particular, from the destructive omnipotence that infantile fantasies attribute to the aggression. In order to better clarify Klein's very broad concept of the depressive position, three levels of severity of depressive conflict are proposed, depending on the type of fantasies concerning the loss of the object that predominate in the individual. These are: fantasies of catastrophic and irreparable destruction of the object ('parapsychotic' DC); fantasies of death and serious damage of the object ('para-depressive' DC); and fantasies of rejection and loss of the love of the object ('para-neurotic' DC). Having looked at these theoretical hypotheses, their implications for technique will then be considered, particularly the importance of focusing the interpretation on guilt feelings rather than on drives in the transferential relationship. A clinical example drawn from the work of Klein and a clinical vignette of a particularly difficult analysis illustrate this technical hypothesis.