"Can Conflict be Energizing? A Study of Task Conflict, Positive Emotions, and Job Satisfaction"

Todorova, Gergana; Bear, Julia B.; Weingart, Laurie R.

doi:10.5465/ambpp.2013.249

Cited by 32 publications

(70 citation statements)

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“…and the rating scale was anchored at 1, "To a very small extent" and 5, "To a very large extent" and sample items include "active," "attentive," "excited," and "inspired" (α = .93). Consistent with prior research (Griffin, 2001;Madrid, Patterson, Birdi, Leiva, & Kausel, 2014;Todorova et al, 2014), this item stem positions activated positive affect as an overall affective state. Using the overall motivational state as a predictor provides a proper match with our outcome variable of personal initiative, which itself unfolds over an extended period of time (Cronbach & Gleser, 1965).…”

Section: Individual-level Measuressupporting

confidence: 85%

“…First, the perception that initiative is encouraged and valued at the organization builds valuable psychological resources such as opportunities for personal control and skill use, which are critical for a person to feel enthusiastic and active at work (Warr, 2011). Indeed, between-person variance in perceptions of problem solving demands was shown to relate to individual activated positive affect (Daniels, Wimalasiri, Beesley, & Cheyne, 2012); enhanced opportunities for information acquisition were found to be associated with positive active emotions at work (Todorova, Bear, & Weingart, 2014). Second, when perceiving an increased level of initiative MULTI-LEVEL ANTECEDENTS OF PERSONAL INITIATIVE 13 climate, employees may deduce that the top management and immediate leaders respect them as individuals and trust their decision-making skills (cf.…”

Section: Proactive Motivational States As a Mediating Mechanismmentioning

confidence: 99%

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What it takes to get proactive: An integrative multilevel model of the antecedents of personal initiative.

Hong¹,

Liao²,

Raub³

et al. 2016

Journal of Applied Psychology

134

156

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Building upon and extending Parker, Bindl, and Strauss's (2010) theory of proactive motivation, we develop an integrated, multilevel model to examine how contextual factors shape employees' proactive motivational states and, through these proactive motivational states, influence their personal initiative behavior. Using data from a sample of hotels collected from 3 sources and over 2 time periods, we show that establishment-level initiative-enhancing human resource management (HRM) systems were positively related to departmental initiative climate, which was positively related to employee personal initiative through employee role-breadth self-efficacy. Further, department-level empowering leadership was positively related to initiative climate only when initiative-enhancing HRM systems were low. These findings offer interesting implications for research on personal initiative and for the management of employee proactivity in organizations. (PsycINFO Database Record

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Section: Individual-level Measuressupporting

confidence: 85%

Section: Proactive Motivational States As a Mediating Mechanismmentioning

confidence: 99%

What it takes to get proactive: An integrative multilevel model of the antecedents of personal initiative.

Hong¹,

Liao²,

Raub³

et al. 2016

Journal of Applied Psychology

134

156

View full text Add to dashboard Cite

show abstract

“…Similarly, research indicates that negative emotions during a task conflict can also generate positive emotions and outcomes (Tsai and Bendersky, 2015;O'Neill and McLarnon, 2017). This points to the more nuanced framework proposed by Todorova et al (2014) who argue that positive-negative emotions are not a singular continuum, but rather two separate, orthogonal dimensions (i.e. more akin to an x and y axis).…”

Section: Jwam 92mentioning

confidence: 94%

Positive emotion in workplace impact

Wall

Russell

Moore

2017

JWAM

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Purpose The purpose of this paper is to highlight the role of positive emotions in generating workplace impacts and examine it through the application of an adapted appreciative inquiry process in the context of a work-based project aimed at promoting integrated working under challenging organisational circumstances. Design/methodology/approach The paper adopts a case study methodology which highlights how an organisation facing difficult circumstances (such as austerity measures, siloed cultures, constant threats of reorganisation, and requirement to work across occupational boundaries) adapted an appreciative inquiry intervention/method. Findings This paper found, first, that the utilisation of appreciative inquiry in the context of an adapted work-based project in difficult organisational circumstances generated positive emotions manifest through a compelling vision and action plans, second, that the impacts (such as a vision) can become entangled and therefore part of the wider ecological context which promotes pathways to such impact, but that, third, there are a various cultural and climate features which may limit the implementation of actions or the continuation of psychological states beyond the time-bound nature of the work-based project. Practical implications The paper illustrates how an organisation adapted a form of appreciative inquiry to facilitate organisational change and generated outcomes which were meaningful to the various occupational groupings involved. Originality/value This paper offers new evidence and insight into the adaptation of appreciative inquiry under challenging circumstances in the context of a work-based learning project. It also provides a richer picture of how positive emotion can manifest in ways which are meaningful to a localised context.

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“…Teams are collections of individuals that perform interdependent tasks that affect others, are embedded in a larger social system, and perceive themselves, and are perceived by others, as a social entity (Guzzo & Dickson, ). Intrateam conflict can vary in its focus, length, and intensity, and these variations can change the effects of conflict on team processes (Paletz, Schunn, & Kim, ; Todorova, Bear, & Weingart, ; Weingart, Behfar, Bendersky, Todorova, & Jehn, ). Under certain conditions, conflict has the potential to increase creativity (e.g., Chiu, ; Nemeth, ; Nemeth, Personnaz, Personnaz, & Goncalo, ; Paletz, Miron‐Spektor, & Lin, ).…”

Section: Introductionmentioning

confidence: 99%

Uncovering Uncertainty through Disagreement

Paletz

Chan

Schunn

2016

Applied Cognitive Psychology

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This study explored the association between different types of brief disagreements and subsequent levels of expressed psychological uncertainty, a fundamental cognitive aspect of complex problem solving. We examined 11 hours (11 861 utterances) of conversations in expert science teams, sampled across the first 90 days of the Mars Exploration Rover mission. Utterances were independently coded for micro-conflicts and expressed psychological uncertainty. Using time-lagged hierarchical linear modeling applied to blocks of 25 utterances, we found that micro-conflicts regarding rover planning were followed by greater uncertainty. Brief disagreements about science issues were followed by an increase in expressed uncertainty early in the mission. Examining the potential reverse temporal association, uncertainty actually predicted fewer subsequent disagreements, ruling out indirect, third variable associations of conflict and uncertainty. Overall, these findings suggest that some forms of disagreement may serve to uncover important areas of uncertainty in complex teamwork, perhaps via revealing differences in mental models.

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"Can Conflict be Energizing? A Study of Task Conflict, Positive Emotions, and Job Satisfaction"

Cited by 32 publications

References 0 publications

What it takes to get proactive: An integrative multilevel model of the antecedents of personal initiative.

What it takes to get proactive: An integrative multilevel model of the antecedents of personal initiative.

Positive emotion in workplace impact

Uncovering Uncertainty through Disagreement

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