Emergent Team Roles in Organizational Meetings: Identifying Communication Patterns via Cluster Analysis

Lehmann‐Willenbrock, Nale; Beck, Stephenson J.; Kauffeld, Simone

doi:10.1080/10510974.2015.1074087

Cited by 50 publications

(45 citation statements)

References 34 publications

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“…Another problem is that most research about team roles relied on self-assessment, participants' assessment, and less often on peer rating or personality tests, whereas only a few studies used observation as the main method of data collection [43].…”

Section: Gaps In the Body Of Knowledgementioning

confidence: 99%

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Team Role Adoption and Distribution in Engineering Project Meetings

Nestsiarovich

Pons

2020

Behavioral Sciences

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Team communication plays a vital role in engineering management, however, there is a paucity of work that examines how team roles emerge as a response to the communicative processes between participants. This research explored role adoption using qualitative methods comprising observations, questionnaires and semi-structured interviews. Five student teams doing final year projects at a university in New Zealand were observed during the academic year and then interviewed at the final stage of project completion. A number of team roles in the engineering context were identified for students and their supervisors: Explorer; Initiator; Facilitator; Active and Passive Information Provider; Outsider; Active and Passive Connector; Passive Collector; Arbitrator; Gatekeeper and Representative. Personal factors, such as social sensitivity, were correlated with the choice of team behaviour pattern. In addition, the team roles could be arranged in circular order to create a circumplex, the two axes of which were identified as Personal Agency/Communion and Social engagement/Social disengagement.

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Section: Gaps In the Body Of Knowledgementioning

confidence: 99%

“…We followed the communicative approach developed by [43]. This suggests that team roles are produced and shaped in communicative behaviour, through interaction patterns.…”

Section: Communicative Approachmentioning

confidence: 99%

Team Role Adoption and Distribution in Engineering Project Meetings

Nestsiarovich

Pons

2020

Behavioral Sciences

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“…In terms of group interaction dynamics following meeting lateness, we focus on negative socioemotional communication. From a communication perspective, negative socioemotional behaviors are indicative of a bad team climate and entail specific communicative acts such as interrupting one another, engaging in side conversations, criticizing others, or backbiting (e.g., Lehmann-Willenbrock, Beck, & Kauffeld, 2016;Lehmann-Willenbrock & Kauffeld, 2010). Interruptions occur when a conversational turn cannot be finished because a speech act is cut off by another speaker (e.g., Goldberg, 1990).…”

Section: Effects Of Lateness On Group Processesmentioning

confidence: 99%

Let's get this meeting started: Meeting lateness and actual meeting outcomes

2018

Self Cite

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Summary Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study 2, we manipulated meeting lateness using a confederate and showed that participants' anticipated meeting satisfaction and effectiveness were significantly lower when meetings started late. In Study 3, participants holding actual group meetings were randomly and blindly assigned to either a 10 min late, 5 min late, or a control condition (n = 16 groups in each condition). We found significant differences concerning participants' perceived meeting satisfaction and meeting effectiveness, as well as objective group performance outcomes (number, quality, and feasibility of ideas produced in the meeting). We also identified differences in negative socioemotional group interaction behaviors depending on meeting lateness. In concert, our findings establish meeting lateness as an important organizational phenomenon and provide important conceptual and empirical implications for meeting research and practice.

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“…Um dos argumentos mencionados pelos gestores para não realização de reuniões é a falta de motivação de seus integrantes com os objetivos e assuntos abordados. De fato, as reuniões frequentemente servem para a maioria dos membros de organizações falarem de problemas, sem a preocupação de apresentar as necessárias soluções 30 . Além do ambiente fomentar que os envolvidos se sintam seguros em compartilhar seus assuntos 31 , as reuniões poderiam ter menor duração e ser mais frequentes para facilitar o contato dos envolvidos 32 .…”

Section: Discussionunclassified

Professional Learning Situation at the Workplace of Catarinenses Sports Federation Managers

2018

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O objetivo do estudo foi identificar as situações, os processos e os conteúdos de aprendizagem profissional vivenciadas por gestores de federações esportivas catarinenses no ambiente de trabalho que contribuem para o exercício da profissão. Participaram da investigação 12 gestores por meio de entrevistas semiestruturadas. O software Nvivo, versão 9.2, foi utilizado na categorização e análise dos dados. As evidencias revelaram duas grandes situações de aprendizagem profissional no ambiente de trabalho: a relação com os pares e por tentativa e erro das ações. Enquanto que a tentativa e erro se concentra na tomada de decisões em conteúdos de planejamento e processos administrativos, a relação com os pares por meio de conversas informais, observação e relação interpessoal e solução de problemas tem oportunizado a aquisição de conteúdos de competências, valores e desenvolvimento da modalidade. Conclui-se que, a partir das situações de aprendizagem profissional identificadas no estudo, a implementação de estratégias gerenciais pode auxiliar o aprimoramento profissional e desenvolvimento pessoal dos gestores esportivos Palavras-chave: Esportes. Dirigente. Administração. Federação. Aprendizagem Profissional.

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Emergent Team Roles in Organizational Meetings: Identifying Communication Patterns via Cluster Analysis

Cited by 50 publications

References 34 publications

Team Role Adoption and Distribution in Engineering Project Meetings

Team Role Adoption and Distribution in Engineering Project Meetings

Let's get this meeting started: Meeting lateness and actual meeting outcomes

Professional Learning Situation at the Workplace of Catarinenses Sports Federation Managers

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