The Roles and Interplay of Intragroup Conflict and Team Emotion Management on Information Seeking Behaviors in Team Contexts

Meng, Jingbo; Fulk, Janet; Yuan, Y. Connie

doi:10.1177/0093650213476294

Cited by 17 publications

(17 citation statements)

References 79 publications

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“…Organizational literature recognizes three types of dissent: relationship conflicts, task conflicts [21] and process conflicts [22]. Where interpersonal conflicts often stem from differences in personality, values or norms, cognitive task conflicts are viewed as disagreements about task contents and outcomes [23].…”

Section: Workplace Conflict Typesmentioning

confidence: 99%

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Conflicts as Triggers of Personal Growth: Post-Traumatic Growth in the Organizational Setup

Lappalainen

2019

SciMed. J.

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Organizational bullying and harassment constitute severe adversaries inducing trauma in their targets. As their occurrences began to proliferate alarmingly in the postmodern era, they started attracting academic and practitioner interest due to their implications for individual health and organizational productivity. More recently and coinciding with the adoption of facilitative conflict mediation methodology in organizations, incivility has increasingly been explored through the growth its consequences can potentially trigger in individuals. Thus far, conflict research has abounded in studies of e.g. mediator style, mediation process phases, disputant behavior and conflict types, while the longer-term influences of conflicts and the related mediation have attracted less research attention. This empirical investigation explores the negative undercurrents in team communication through their underlying causes and impacts on individuals. Second, it presents workplace conflict mediation as an instrument restoring team harmony and disputant egos. Finally, it analyzes the positive outcomes associated with conflict mediation and the way it changes individuals’ interaction styles. The findings are based on a qualitative investigation of conflict disputant perceptions, adopting participant observation (n=58) and a qualitative survey (n=42) of disputant perceptions to analyze expectations placed on mediator style and the socio-emotive load experienced during the mediation process. The results corroborate earlier findings indicating that the nondirective mediator style is frequently associated with discomfort in the conflict solution situation and less frequently with immediate satisfaction with the mediator style. Fortunately the nondirective style entails positive and longer-enduring organizational outcomes. Generally the findings confirm the key tenet of the restorative paradigm, describing the facilitative approach as an instrument promoting individual growth and organizational learning. Thematically, such renewal materializes as motivation for self-growth and skilling in self-reflective ability and communication.

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Section: Workplace Conflict Typesmentioning

confidence: 99%

“…They are characterized by emotional friction, personality clashes and attitude problems (Choi, 2010), lowering trust and making team members reluctant to genuinely listen and seek each other's expertise. Interpersonal dissent is generally more difficult to resolve as it tends to pose a threat to disputant ego [21].…”

Section: Workplace Conflict Typesmentioning

confidence: 99%

Conflicts as Triggers of Personal Growth: Post-Traumatic Growth in the Organizational Setup

Lappalainen

2019

SciMed. J.

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“…Both relational and task conflict increase avoidance, decrease compromise and confidence; but relational conflict also decreases self-devotion, organisational relations and cooperation/collaboration, contrary to task conflict, as per Qasemi et al (2014). Meng et al (2015) saw that relationship conflict between team members negatively affects information-seeking behaviour, but not so task conflict, the former being duly moderated by emotion management. Task conflict was found by Yong et al (2014) to have a positive relationship with creativity and relationship conflict negative.…”

Section: Effects Of Task Conflictmentioning

confidence: 99%

From Conflict Styles to Behaviours - a Research of Team Relationship Conflict, and Research Agenda for Indian Infrastructure Projects

2019

IJITEE

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Globally, 80% of projects fail to meet either schedule or budget, and about 50% of such failures are due to human factors. Conflict is inevitable between people working in crossfunctional project teams; further, task-oriented conflict is constructive and is needed to make progress. However, personoriented or Relationship Conflict can be destructive - arising from differences in beliefs, values, attitudes and communication styles. Relationship Conflict is found to cause counterproductive work behaviour and affect team cooperation, creativity, cohesion, learning, even mood & sleep, leading to schedule delays and budget increases, accounting for up to 27% of the variation in project performance. Several antecedent factors are identified, including team diversity, personality and leadership, with a focus on aspects of behaviour and processes which may be more amenable to control. Among the resolution approaches, the Project Management Institute’s style-based proposals are studied, along with later developments which emphasise communication, mediation and negotiation of interests, rather than rights or power. Focussing on behaviour, both destructive and constructive, and the “hot buttons” to control, has been found to provide helpful tools to grow conflict resolution behaviours & skills, with the necessary organisational commitment. Actual studies of Relationship Conflict behaviour in project teams per se and its impact on performance are limited; particularly in the context of Indian infrastructure projects. A survey is envisaged to assess the current practices and improvement possibilities. The basis and method for conducting such a detailed study are described, with the objective of better management of the phenomenon, enhancing teamwork and improving project performances.

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“…The drawbacks of virtual teams composed of members with low EI could be overcome by specifically training these teams to develop team competencies to manage emotions. Team emotional management refers to a team’s overall ability to manage members’ emotions and interpersonal relationships [ 54 ]. Team emotional management is crucial for developing a positive team atmosphere [ 51 ].…”

Section: Introductionmentioning

confidence: 99%

Is Team Emotional Composition Essential for Virtual Team Members’ Well-Being? The Role of a Team Emotional Management Intervention

Gamero

González-Anta

Orengo

et al. 2021

IJERPH

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The aim of this study was twofold. First, we examined the relationship between virtual teams’ emotional intelligence composition and three indicators of their members’ well-being, members’ satisfaction with the team, and positive and negative affective states. Second, we analyzed the moderator role of an online team emotional management intervention in the effects of the team emotional intelligence composition. One hundred and two virtual teams participated in an experimental study with repeated measures. Teams were randomly assigned to either an intervention designed to help them detect and manage emotions during virtual teamwork or a control condition (with no intervention). We followed a hierarchical data strategy and examined a number of nested models using Hierarchical Linear Modeling. Our findings showed that virtual teams’ emotional intelligence composition is a key driver of the team members’ well-being, and that a team emotional management intervention moderated the impact of the team composition of emotional intelligence, buffering its influence.

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The Roles and Interplay of Intragroup Conflict and Team Emotion Management on Information Seeking Behaviors in Team Contexts

Cited by 17 publications

References 79 publications

Conflicts as Triggers of Personal Growth: Post-Traumatic Growth in the Organizational Setup

Conflicts as Triggers of Personal Growth: Post-Traumatic Growth in the Organizational Setup

From Conflict Styles to Behaviours - a Research of Team Relationship Conflict, and Research Agenda for Indian Infrastructure Projects

Is Team Emotional Composition Essential for Virtual Team Members’ Well-Being? The Role of a Team Emotional Management Intervention

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