Meetings are routine in organizations, but their value is often questioned by the employees who must sit through them daily. The science of meetings that has emerged as of late provides necessary direction toward improving meetings, but an evaluation of the current state of the science is much needed. In this review, we examine current directions for the psychological science of workplace meetings, with a focus on applying scientific findings about the activities that occur before, during, and after meetings that facilitate success. We conclude with concrete recommendations and a checklist for promoting good meetings, as well as some thoughts on the future of the science of workplace meetings.
Individuals often attend meetings at work to which at least one person arrives late. Building from attributional theories of interpersonal behaviour, we conducted an experiment to determine the cognitive, affective, and behavioural components of people's reactions to meeting lateness. Participants read one of eight experimental vignettes that described someone arriving 5 or 15 min late to an important or unimportant meeting, after which the person who arrived late offered either a controllable or an uncontrollable reason for being late. Participants reported greater anger and a willingness to punish the late arrival who gave a controllable excuse, whereas sympathy and prosocial intentions followed the late arrival who gave an uncontrollable excuse. To establish generalizability, we replicated the results using a survey of workers who reported on their thoughts and experiences in their last meeting to which someone arrived late. Overall, our findings also indicated that accounting for the severity of the transgression uniquely contributed to emotional and behaviour reactions, which is an improvement on existing attributional models.
Practitioner pointsArriving late to workplace meetings can have negative effects on interpersonal relationships, despite the prevalence of the behaviour. Organizations and managers should encourage all meeting attendees to arrive to meetings on timethis avoids the negative effects of lateness and also sets the stage for positive meeting interactions. Managers can take steps to mitigate the effects of lateness if it occurs. Agendas should be flexible to allow the movement of discussion points if someone arrives late.
Meetings are ubiquitous across organizations, yet researchers have paid scant attention to the role of meeting leaders in affecting meeting outcomes. Because meetings are important discursive sites, the style of a meeting leader may influence subordinate views of the meeting and leader. Using a sample of working adults, we first demonstrated that meeting attendees who perceived their leader as participative viewed the leader as more warm and competent than meeting attendees who had a directive leader. We explain this finding through the framework of social exchange theory. In Study 2, we conducted an experiment to further probe the relation between meeting leader style and subordinate perceptions of the leader. Again, participants viewed participative leaders as more warm and competent than directive leaders. Interestingly, working adults preferred participative leaders over directive leaders across every type of work meeting. We further found that participant gender interacted with leader style, such that men rated directive leaders are warmer than did women, but men and women did not differ in their assessments of participative leaders.
This study investigated whether women’s initial reasons (health, appearance to others, or appearance to self) for wanting to lose weight influenced their weight change over a 30-month web-based intervention. Multilevel modeling with 1416 observations revealed that only appearance in relation to one’s self was a significant (negative) predictor. Women highly motivated to lose weight to improve their appearance in relation to themselves gained weight at 30 months, whereas those not motivated for this reason achieved clinically significant weight loss. Results suggest examining participants’ initial reasons for weight loss as an important component of intervention failure or success.
People often offer an excuse or an apology after they do something wrong. In this paper, we examine how giving an excuse, an apology, or no explanation after arriving late to a meeting influences the attitudes and behavioral intentions others form toward the late arrival. Additionally, we examined how a group-related factor (complaining) and the late arrival's history with coming late affected participant judgments. Across two studies using complementary experimental and survey methods, we found that an excuse is better than no explanation, but that the difference between apology and no explanation and apology and excuse is not always clear. Furthermore, we found that common distinctions between explanation types used in the literature may not fully exist in non-laboratory social interactions. Implications of these findings and future directions are discussed.
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