The Effects of Co-Worker Simiilarity on the Emergence of Affect in Work Teams

Abstract

The present study examined the impact of various types of co-worker similarity (demographic, value, and behavioral style preference) on the evolution of co-worker affect Data were collected in conjunction with a 4-week training program designed to provide executive training and development to senior-level executives. Study participants were 43 senior-level managers enrolled in the program. These managers were assigned to five- or six-person case study teams as a part of the training. At three times during the 4-week program, team members rated each other on social liking, co-worker preference, and behavioral attributions (190 dyadic pairs were used in the analyses). Similarity in demographic characteristics and in behavioral style preferences contributed significantly to the prediction of liking and co-worker preference. All three types of similarity predicted various attributions and perceptions, although the pattern of prediction changed over time. The results and possibilities for future research are discussed.

Competitiveness and the Similarity of Preferred Coworkers1

“…those who are dissimilar (e.g., Byme, 1971; Newcomb, 1956). The similarityattraction (S-A) relationship has been reported in multiple situations and relationships (Byme & Clore, 1966; Byme & Grifitt, 1966;Byme & Rhamey, 1965; Glaman, Jones, & Rozelle, 1996;Leonard, 1976;Turban & Jones, 1988). Studies in work settings supported results found elsewhere.…”

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

“…Also, in certain organizations, when value congruence for each leader-follower dyad increases, congruence among all followers should also increase. As a result, followers who share their leaders' values should be more willing to help each other than those who have different values (Glaman, Jones, and Rozelle 1996); out of this desire to help their group members, there should be fewer followers who intend to leave the company.…”

The Use of Person–Group Fit for Employment Selection: A Missing Link in Person–Environment Fit

“…For example, the values associated with a "skunk works" group that relies on informal communication patterns and networks may be different than a formal Research & Development group (Peters & Waterman, 1982). Sharing work values may influence interpersonal attraction in the selection process (Adkins, Russell, & Werbel, 1994), is an important aspect of interpersonal attraction in intact teams (Galman, Jones, & Rozelle, 1996), and appears positively related to supervisors' assessment of group performance (Adkins, Meglino, & Ravlin, 1996).…”