Understanding Positivity Within Dynamic Team Interactions

Lehmann‐Willenbrock, Nale; Chiu, Ming Ming; Lei, Zhike; Kauffeld, Simone

doi:10.1177/1059601116628720

Cited by 52 publications

(48 citation statements)

References 88 publications

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“…This might result in positive engagement spirals in the team (cf. positivity contagion; Lehmann‐Willenbrock et al ., ), which may in turn affect the leader's engagement. Such dynamic perspectives could be captured by future research using longitudinal measurements of entire teams and their leaders.…”

Section: Discussionmentioning

confidence: 99%

How Leaders Affect Followers’ Work Engagement and Performance: Integrating Leader−Member Exchange and Crossover Theory

Gutermann

Lehmann‐Willenbrock

Boer

et al. 2017

British J of Management

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115

109

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Drawing on leader−member exchange and crossover theory, this study examines how leaders’ work engagement can spread to followers, highlighting the role of leader−member exchange as an underlying explanatory process. Specifically, we investigate if leaders who are highly engaged in their work have better relationships with their followers, which in turn can explain elevated employee engagement. For this purpose, we surveyed 511 employees nested in 88 teams and their team leaders in a large service organization. Employees and supervisors provided data in this multi‐source design. Furthermore, we asked the employees to report their annual performance assessment. We tested our model using multilevel path analyses in Mplus. As hypothesized, leaders’ work engagement enhanced leader−member exchange quality, which in turn boosted employee engagement (mediation model). Moreover, employee engagement was positively linked to performance and negatively linked to turnover intentions. As such, our multilevel field study connects the dots between work engagement research and the leadership literature. We identify leaders’ work engagement as a key to positive leader−follower relationships and a means for promoting employee engagement and performance. Promoting work engagement at the managerial level may be a fruitful starting point for fostering an organizational culture of engagement.

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Section: Discussionmentioning

confidence: 99%

How Leaders Affect Followers’ Work Engagement and Performance: Integrating Leader−Member Exchange and Crossover Theory

Gutermann

Lehmann‐Willenbrock

Boer

et al. 2017

British J of Management

Self Cite

115

109

View full text Add to dashboard Cite

show abstract

“…Moreover, temporal dynamics at the event level can influence team behaviors in general (e.g., Chiu & Lehmann-Willenbrock, 2016; Lehmann-Willenbrock, Chiu, Lei, & Kauffeld, 2017) and ignite or resolve disagreements. Specific behaviors can create distinct momentary conversational contexts that could influence the likelihoods of starting or ending disagreements.…”

Section: Gandhimentioning

confidence: 99%

Igniting and resolving content disagreements during team interactions: A statistical discourse analysis of team dynamics at work

Lehmann‐Willenbrock

Chiu

2017

J Organ Behavior

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Disagreements are integral to fruitful team collaboration but have rarely been studied within actual team interactions. We develop a temporal account of how disagreement episodes begin and are resolved during team interactions, testing explanatory factors at multiple levels: team context (team conflict states and team productivity), individual characteristics and perceptions (individual status and perceptions of team viability), and behavioral patterns (problem solving versus off-task communication) with a statistical discourse analysis of 32,448 turns of talk by 259 employees during 43 team meetings. As hypothesized, problem-solving behaviors (e.g., describing problems and proposing solutions) ignited content disagreements, often by participants who perceived greater team viability. In contrast, after off-task behaviors or talk by higher status team members, participants started fewer content disagreements. Moreover, content disagreements started by higher status individuals were more likely than those started by others to be resolved with agreements, especially via agreements with higher status individuals. Also, problem-solving behaviors facilitated the resolution of disagreement episodes with agreement, whereas off-task behaviors hindered them. Contrary to our hypotheses, team conflict states and productivity were not linked to starting or ending disagreements. We discuss the conceptual and methodological importance of capturing team interaction dynamics at work and derive practical implications for managing content disagreement.

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“…This is important for identifying success factors. For example, using the Advanced Interaction Analysis for Teams (act4teams) coding scheme (Kauffeld et al, 2018) for analyzing multidisciplinary decision-making board team member behaviors could provide useful insights into (a) the optimal sequence of voicing information versus expressing decision preferences too early in the meeting (Mojzisch and Schulz-Hardt, 2010), (b) the impact of board leaders’ statements compared to lower status members’ contributions on the discussion and outcome (Lehmann-Willenbrock et al, 2015), (c) the emergence and impact of counterproductive meeting behaviors such as arriving late, complaining, and engaging in irrelevant discussions (Allen et al, 2015), and (d) the role of solution-focused meeting behavior such as suggesting a new idea or endorsing a solution (Lehmann-Willenbrock et al, 2017).…”

Section: Laborious Methodological Approaches and Their Benefitsmentioning

confidence: 99%

Laborious but Elaborate: The Benefits of Really Studying Team Dynamics

Kolbe

Boos

2019

Front. Psychol.

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In this manuscript we discuss the consequences of methodological choices when studying team processes “in the wild.” We chose teams in healthcare as the application because teamwork cannot only save lives but the processes constituting effective teamwork in healthcare are prototypical for teamwork as they range from decision-making (e.g., in multidisciplinary decision-making boards in cancer care) to leadership and coordination (e.g., in fast-paced, acute-care settings in trauma, surgery and anesthesia) to reflection and learning (e.g., in post-event clinical debriefings). We draw upon recently emphasized critique that much empirical team research has focused on describing team states rather than investigating how team processes dynamically unfurl over time and how these dynamics predict team outcomes. This focus on statics instead of dynamics limits the gain of applicable knowledge on team functioning in organizations. We first describe three examples from healthcare that reflect the importance, scope, and challenges of teamwork: multidisciplinary decision-making boards, fast-paced, acute care settings, and post-event clinical team debriefings. Second, we put the methodological approaches of how teamwork in these representative examples has mostly been studied centerstage (i.e., using mainly surveys, database reviews, and rating tools) and highlight how the resulting findings provide only limited insights into the actual team processes and the quality thereof, leaving little room for identifying and targeting success factors. Third, we discuss how methodical approaches that take dynamics into account (i.e., event- and time-based behavior observation and micro-level coding, social sensor-based measurement) would contribute to the science of teams by providing actionable knowledge about interaction processes of successful teamwork.

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Understanding Positivity Within Dynamic Team Interactions

Cited by 52 publications

References 88 publications

How Leaders Affect Followers’ Work Engagement and Performance: Integrating Leader−Member Exchange and Crossover Theory

How Leaders Affect Followers’ Work Engagement and Performance: Integrating Leader−Member Exchange and Crossover Theory

Igniting and resolving content disagreements during team interactions: A statistical discourse analysis of team dynamics at work

Laborious but Elaborate: The Benefits of Really Studying Team Dynamics

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