The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups

Walter, Frank; Bruch, Heike

doi:10.1002/job.505

Cited by 183 publications

(187 citation statements)

References 141 publications

(264 reference statements)

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“…Such stability may be shaped by bottom-up processes such that team members will have similar affective experiences due to emotion contagion or behavioral entrainment in social interactions (Barsade & Gibson, 1998;Bartel & Saavedra, 2000;Totterdell, Kellett, Teuchmann, & Briner, 1998). Alternatively, such stability may be shaped by top-down processes such that team members will have similar affective experiences due to the attraction-selection-attrition process (i.e., retain members who have Transformational Leadership and Team Proactivity 6 similar affective reactions) or socialization (i.e., new members assimilate their affective reactions to the group norm) (Collins, Lawrence, Troth, & Jordan, 2013), which results in the emergence of positive affective similarity in work groups in a positive spiral (Walter & Bruch, 2008).…”

Section: Group Affective Tonementioning

confidence: 99%

How transformational leadership shapes team proactivity: The mediating role of positive affective tone and the moderating role of team task variety.

Zhen

2015

Group Dynamics: Theory, Research, and Practice

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The authors examine how and when transformational leadership can contribute to team proactivity. Drawing on the affect-as-resources perspective, they propose that transformational leadership will contribute to team proactivity by cultivating positive group affective tone within teams. They further indicate that the function of positive group affective tone in shaping team proactivity will be stronger when team task variety is higher. These hypotheses were supported by results based on 76 teams in the same organization. The results reveal that the mediation effect of positive group affective tone on the association between transformational leadership and team proactivity is stronger when team task variety is high rather than low. This investigation contributes to the literature by suggesting how to promote proactivity at a team level.

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Section: Group Affective Tonementioning

confidence: 99%

How transformational leadership shapes team proactivity: The mediating role of positive affective tone and the moderating role of team task variety.

Zhen

2015

Group Dynamics: Theory, Research, and Practice

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“…First, processes subsumed under the topics of shared mental models (Mohammed and Dumville, 2001) In addition to these largely cognitive processes, affective and behavioral processes exist that might be responsible for the transmission of individual training effects on group characteristics (Barsade, 2002;Walter and Bruch, 2008). Affective or behavioral contagion occurs through subconscious and conscious influence of emotion states and behavioral attitudes of another person or group (Barsade, 2002).…”

Section: How An Individual-level Employee Empowerment Training Programentioning

confidence: 99%

How to empower employees: using training to enhance work units’ collective empowerment

Voegtlin

Boehm

Bruch

2015

International Journal of Manpower

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Purpose -The purpose of this paper is to examine, theoretically and empirically, whether an employee training program can enhance the collective perception of empowerment of work units within an organization. The authors hypothesized that training participation relates to empowerment by enhancing the potency, meaningfulness, impact, and autonomy of the employees. Design/methodology/approachThe authors collected data at two time points, before and after the training intervention. Over the two periods, the sample consisted of an average of 2,383 employees nested in 36 work units of a large multinational company. Findings -The results indicated a positive relationship between training participation and increased levels of collective psychological empowerment, with differential effects on the dimensions of empowerment. Practical implications -This study provides evidence of the positive relationship between training and empowerment, suggesting training effects across levels of analysis. The results indicated dimensions of empowerment that are more and such that are less prone to training. Such knowledge may help to inform organizations in developing training strategies. The authors provide recommendations for a respective training program. Originality/value -This is one of the first studies to investigate the relationship between training participation of individual employees and shared empowerment perceptions within their work units, adding an important antecedent to the research on empowerment. In addition, the authors propose ways of how individual employees can affect shared perceptions among work-unit members. The study offers insights into the development of empowered work units, the vertical transfer of training across levels of analysis and implications for training programs. Manpower, 2015, 36, 3, 354 -373 Purpose -The purpose of this study was to examine, theoretically and empirically, whether an employee training program can enhance the collective perception of empowerment of work units within an organization. We hypothesized that training participation relates to empowerment by enhancing the potency, meaningfulness, impact, and autonomy of the employees.

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“…Furthermore, empirical evidence indicates that social interaction in working groups or teams produces shared phenomena (Hinsz, Tindale, & Vollrath, 1997;Walter & Bruch, 2008). Nicholson and Johns (1985) argue for the existence of a shared psychological contract when members of a team experience a common set of psychological contracts.…”

mentioning

confidence: 99%

The Role of Task-Oriented Versus Relationship-Oriented Leadership on Normative Contract and Group Performance

Tabernero¹,

Chambal²,

Curral³

et al. 2009

soc behav pers

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In this paper we examine how groups develop normative contracts based on beliefs about the obligations other members of the group must fulfil in order to achieve group goals. The role played by perceived leadership -task-or relationship-oriented -was analyzed in relation to the development of relational normative contract and group performance. The study sample comprised 72 participants (24 groups of 3 members). A member of each team received training to be a group leader (task-or relationship-oriented leader). All groups worked on a simulation program: a complex decision-making managerial task. Group regulatory variables and group processes were evaluated during the simulation. Results showed that task-oriented leaders effected higher group efficacy and positivism among members of the group. In contrast, relationship-oriented leaders effected greater cohesion between the group's members. The final group performance is explained from the perspective of group efficacy and the relational normative contract.

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The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups

Cited by 183 publications

References 141 publications

How transformational leadership shapes team proactivity: The mediating role of positive affective tone and the moderating role of team task variety.

How transformational leadership shapes team proactivity: The mediating role of positive affective tone and the moderating role of team task variety.

How to empower employees: using training to enhance work units’ collective empowerment

The Role of Task-Oriented Versus Relationship-Oriented Leadership on Normative Contract and Group Performance

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