When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support.

Abstract

The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself.

Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate.

“…This is a novel finding insofar as the indirect effect of leader-team value congruence on team effectiveness has received limited theoretical attention, as compared with that given to the direct effects of leader-team perceptual congruence on team outcomes (e.g., Bashshur et al, 2011;Gibson et al, 2009). Put differently, our results shed some light on the intervening mechanisms that help to explain how and why value alignments associated with power distance can have positive consequences on team effectiveness.…”

“…We therefore join Gibson et al (2009) in calling for an expanded view of the leader-team interface (see also Bashshur et al, 2011), one that pays specific attention to the role of normatively desirable behaviors (i.e., values) from multiple stakeholders' point of view. It is thus hoped that the present investigation offers a springboard for future research and meaningful input for the accumulation of evidence in this area.…”

“…Gibson et al (2009) showed that congruence between a leader and a team regarding goal accomplishment and constructive conflict were both positively related to team performance. Bashshur et al (2011) demonstrated that similarities in leader and team perceptions of organizational support resulted in increased team performance. Yet, researchers have called for more integrative models that go beyond leader and team perceptions of the same social stimuli (Gibson et al) and examine the mediators that help to explain how leader-team interactions 1 Our approach parallels the person-environment fit domain dubbed person-group (PG) or person-team fit, which focuses on the interpersonal compatibility between individual team members and their work teams (Kristof-Brown & Guay, 2011).…”

Psychology and social networks: A dynamic network theory perspective.

“…This idea has heen partially demonstrated in the context of forming project teams and alliance building (Janicik & Larrick, 2005) and in work teams (Bashshur, Hernandez, & Gonzalez-Roma, 2011), but more research examining moderators is needed. For example, there may be situations in which individuals' accurate or realistic perceptions of system negation could actually distract them from their own goal striving.…”

Acculturation strategy and individual outcomes: Cultural diversity implications for human resource management

“…One important consequence for individuals who have high CIS but assimilate is the negative effect on their psychological wellbeing as indicated by feelings of anxiety, tension, and other unpleasant emotions (Bashshur, Hernandez, & Gonzalez-Roma, 2011). Furthermore, identity research has suggested that identity-disconfirming events can have adverse psychological and health-related consequences (Swann, Johnson, & Bosson, 2009;Wood et al, 2005), which has telling implications for individuals who feel pressured into assimilating when CIS is high.…”