Impact of meeting procedures on meeting effectiveness

Nixon, Carol T.; Littlepage, Glenn E.

doi:10.1007/bf01126771

Cited by 59 publications

(69 citation statements)

References 11 publications

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“…Given the broad definition of after-action reviews used in this study, future research should build upon what is known about meetings and meeting structure to look at how formality of the after-action review influences the relationships found here. Furthermore, research on meetings suggests that formal meetings have numerous design characteristics that influence the quality of the meeting (Nixon and Littlepage, 1992). Future research can look to see how variations in the utilization of these design characteristics and other meeting practices influences safety climate using after-action reviews.…”

Section: Theoretical Implicationsmentioning

confidence: 96%

After-action reviews: A venue for the promotion of safety climate

Allen

Baran

Scott

2010

Accident Analysis & Prevention

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Section: Theoretical Implicationsmentioning

confidence: 96%

After-action reviews: A venue for the promotion of safety climate

Allen

Baran

Scott

2010

Accident Analysis & Prevention

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“…There is little evidence showing what meeting-leader behaviors produce positive outcomes (Nixon and Littlepage 1992;Rogelberg et al 2006). Leach et al (2009) conducted an international survey of individuals who attend meetings.…”

Section: Evidence On the Effects Of Meeting-leader Behaviormentioning

confidence: 98%

Evidence for a Needs-Based Model of Organizational-Meeting Leadership

et al. 2012

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The aim of this study was to investigate whether an association exists between 19 meeting-leader behaviors of the type that tend to meet attendee needs and attendee ratings of satisfaction with the meeting and productivity of the meeting. An observer blind to the ratings of attendees recorded which of 19 needs-related behaviors the leader showed and then collected anonymous meeting-rating data from the attendees. The study included data from 60 organizational meetings and a total of 401 meeting attendees. The results indicate that the overall level of leader behaviors shown, out of 19 different behaviors observed, was significantly associated with attendee ratings of the meeting. Several individual meeting-leader behaviors showed significant associations with ratings of either meeting productivity or satisfaction with the meeting: arriving before the start of the meeting, speaking succinctly, moving the meeting along, encouraging participation, encouraging decision making, paraphrasing someone's, smiling more than once, saying something positive about the future of the organization, and summarizing the decisions made. The results provide preliminary support for a new needs-based model of organizational-meeting leadership. The results also suggest specific leader behaviors that may contribute to meeting productivity and satisfaction.Meetings are an important aspect of organizational behavior. Meetings can help organizations accomplish goals, set policies, exchange and improve ideas, and share expertise and knowledge, and they also can increase morale and increase attendees' sense of belonging (Jay 1976). Finally, meetings can have symbolic or ritual elements (Islam and Zyphur 2009) that help strengthen a sense of collective identity.Conversely, meetings can damage morale and waste time. Wasting time in meetings is cause for concern given the large amount of time that organizations dedicate to Curr Psychol (2012) 31:35-48

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“…Usually, team members participate in meetings to evaluate the team's progress, to discuss remaining problems, and to set goals for the next action phases (Sonnentag, 2001;Walz et al, 1993). The way team members behave during meetings is related to meeting effectiveness (Nixon & Littlepage, 1992).…”

Section: Meetings As Context For Teamwork Processesmentioning

confidence: 99%

Individual-Level Predictors of Task-Related Teamwork Processes

Sonnentag

Volmer

2009

Group & Organization Management

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This study investigates expertise (i.e., high level of individual task performance) and self-efficacy as predictors of an individual's contribution to teamwork processes (problem analysis, goal specification) during team meetings. Multilevel, multisource data from a longitudinal field study in 22 professional software design teams reveal large within-team variability in individual contributions to teamwork processes. Expertise positively predicted a team member's contribution to meeting processes 1 year later, also when controlling for the initial level of contribution. Contrary to the hypothesis, self-efficacy was negatively related to problem analysis during team meetings.

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Impact of meeting procedures on meeting effectiveness

Cited by 59 publications

References 11 publications

After-action reviews: A venue for the promotion of safety climate

After-action reviews: A venue for the promotion of safety climate

Evidence for a Needs-Based Model of Organizational-Meeting Leadership

Individual-Level Predictors of Task-Related Teamwork Processes

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