Burning hearts in conflict

2017 ◽  
Vol 28 (1) ◽  
pp. 50-73 ◽  
Author(s):  
Kjell B. Hjerto ◽  
Bård Kuvaas
Keyword(s):  
Job Satisfaction ◽  
Team Performance ◽  
Team Effectiveness ◽  
Cognitive Task ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Content Type ◽  
Intragroup Conflict ◽  
The Relationship

Purpose The purpose of this study is to investigate the relationships between three conflict types, cognitive task conflict, emotional relationship conflict and emotional task conflict, and team effectiveness (team performance and team job satisfaction). Design/methodology/approach The authors conducted a group-level ordinary least square regression analysis of 61 working teams to investigate the study variables, and possible interaction effects among them. In an auxiliary analysis (36 teams), they analyzed the role of mood dimensions (hedonic valence and general conflict activation) as mediators to the relationship between cognitive task conflict and team effectiveness. Findings Cognitive task conflict was negatively related to team performance, emotional relationship conflict was negatively related to team job satisfaction and emotional task conflict was positively related to team performance, all controlled for the effect of each other. The relationship between cognitive task conflict and team job satisfaction was negatively moderated by team size. Mood valence mediated the relationship between cognitive task conflict and team performance, and between cognitive task conflict and team job satisfaction. Research limitations/implications Several possible research lines emanate from the current field study. First of all, the authors suggest that emotional task conflict may be of particular interest, as this is hypothesized and found to be incrementally positively related to team performance. Second, their auxiliary study of the mediating effect of mood valence on the relationship between cognitive task conflict and performance may spur curiosity concerning the role of mood as a mediator of the relationship between task or cognitive conflicts and team effectiveness. Practical implications The practitioner should be advised to try to facilitate the distribution of intragroup conflict in their teams in the direction of an increased level of emotional task conflict (positive for performance) at the expense of cognitive task conflict (negative for performance) and emotional relationship conflict (negative for satisfaction). The practitioner should allow intragroup conflicts to be highly activated (intense), as long as the interactions are strictly directed to the task in hand, and not being personal. In addition, a positive mood in teams may significantly strengthen the team's resilience against adverse consequences of conflicts. Originality/value The three conflict types in this three-dimensional intragroup conflict model (3IC) have never been tested before, and the findings open for a conflict type – emotional task conflict – that may generally be conducive for the teams’ performance, evaluated by the teams’ supervisors. This is a conflict type where people simultaneously are emotional and yet task oriented. To the authors’ knowledge, this is a novelty, and they hope that it may encourage further research on this conflict type.

scholarly journals Conflicts Whether in Relationship, Task or Process Does Impact the Team Performance of Adults

2020 ◽  
Vol 2 (2) ◽  
pp. 112-119
Author(s):  
Ayesha Zulfqar ◽  
◽  
Nauheen Syed ◽  
Madiha Riaz ◽  
Iram Bashir ◽  
...  
Keyword(s):  
Team Performance ◽  
Negative Relationship ◽  
Target Population ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Conflict Task ◽  
Intragroup Conflict ◽  
Proposed Model ◽  
Process Conflict ◽  
The Relationship

This study aims to determine intragroup conflict factors that could be found within teams in an organization, the relationship between intragroup conflict, and team performance, which included relationship conflict, task conflict, and process conflict. SPSS is used to analyze the regression on the proposed model. The data has been collected from the education sector, with the sample size of 150 target population. This study proposed a positive relationship between task conflict, process conflict, and team performance; therefore, a negative relationship was examined for relationship conflict.

Impact of connective leadership on employees’ goal commitment during M & A integration

2016 ◽  
Vol 37 (6) ◽  
pp. 789-801 ◽  
Author(s):  
Shimei Yan ◽  
Shan Wu ◽  
Gang Zhang
Keyword(s):  
Structural Equation ◽  
Design Methodology ◽  
Goal Commitment ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Equation Modeling ◽  
Content Type ◽  
Connective Leadership ◽  
The Relationship

Purpose – The purpose of this paper is to explore the role of connective leadership in the promotion of employee goal commitment, and to determine whether conflict can mediate the relationship between connective leadership and goal commitment during the integration of mergers and acquisitions (M & A). Design/methodology/approach – The study draws on survey data (n=255) from Chinese employees who work for 12 native M & A enterprises. Structural equation modeling and regression analysis are applied to analyze the data. Findings – The results show that connective leadership is positively related to employee goal commitment (p < 0.01). In addition, relationship conflict partially mediates the relationship between connective leadership and employee goal commitment. Task conflict fully mediates the relationship between connective leadership and employee goal commitment. Originality/value – This study introduces connective leadership into M & A and may contribute to the literature related to connective leadership and M & A integration as well as the literature focussed on goal commitment, especially antecedents of goal commitment.

scholarly journals The effect of organizational companionship on team effectiveness

2018 ◽  
Vol 31 (3) ◽  
pp. 695-714
Author(s):  
Youngshik Kim ◽  
Yongwon Suh
Keyword(s):  
Team Performance ◽  
Structural Equation ◽  
Team Effectiveness ◽  
Moderated Mediation ◽  
Task Conflict ◽  
Mediation Effect ◽  
Relationship Conflict ◽  
Equation Modeling ◽  
The Relationship ◽  
Positive Effect

The present study verified that organizational companionship reduces the effect of task conflict on relationship conflict, which leads to positive effect on team effectiveness indicators - teamwork and team performance. Data were collected from 304 employees using survey questionnaires. The result indicated that relationship conflict mediated the relationship between task conflict and teamwork. Also, the results showed that a moderated mediation effect of organizational companionship was significant. Specifically, the higher organizational companionship, the less mediation effect of relationship conflict. Results of structural equation modeling signified that the moderated mediation effect leads to positive effect on team performance. Lastly, implications and limitations of the results are discussed.

Role of burnout on job level, job satisfaction, and task performance

2017 ◽  
Vol 38 (5) ◽  
pp. 630-645 ◽  
Author(s):  
Won Ho Kim ◽  
Young-An Ra ◽  
Jong Gyu Park ◽  
Bora Kwon
Keyword(s):  
Job Satisfaction ◽  
Task Performance ◽  
Organizational Context ◽  
Content Type ◽  
Job Level ◽  
Mediating Role ◽  
Final Sample ◽  
The Relationship ◽  
And Task

Purpose The purpose of this paper is to examine the mediating role of burnout (i.e. exhaustion, cynicism, professional inefficacy) in the relationship between job level and job satisfaction as well as between job level and task performance. Design/methodology/approach The final sample included 342 Korean workers from selected companies. The authors employed the Hayes (2013) PROCESS tool for analyzing the data. Findings The results showed that all three subscales of burnout (i.e. exhaustion, cynicism, professional inefficacy) mediate the relationship between job level and job satisfaction. However, only two mediators (i.e. cynicism, professional inefficacy) indicated the mediating effects on the association between job level and task performance. Originality/value This research presented the role of burnout on the relationships between job level, job satisfaction, and task performance especially in South Korean organizational context. In addition to role of burnout, findings should prove helpful in improving job satisfaction and task performance. The authors provide implications and limitations of the findings.

scholarly journals A study on the relationship between intragroup conflict and turnover intentions, and the mediating effect of job satisfaction

2011 ◽  
Vol 24 (1) ◽  
pp. 75-102
Author(s):  
Junho Lee ◽  
Jihwan Park
Keyword(s):  
Job Satisfaction ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
Task Conflict ◽  
Mediating Effects ◽  
Intragroup Conflict ◽  
Chinese Workers ◽  
The Impact ◽  
The Relationship ◽  
And Task

The study delved into the impact of intragroup conflict on turnover intentions and cultural commonalities and differences in job satisfaction that mediates the relationship. To identify correlations among intragroup conflict, job satisfaction and turnover intentions for each Korean and Chinese employee, the study analyzed questionnaires used to survey Korean employees working at Korean companies and Chinese workers in Korean companies based in China. The study divided intragroup conflict into two types - relation conflict and task conflict - and looked into the impact of each conflict on turnover intentions, and found that both types of conflict heightened turnover intentions of both Korean and Chinese workers. The study also attempted to prove the mediating effects of job satisfaction on the relationship between relation conflict and task conflict, and turnover intentions. As a result, mediating effects were found only in the relationship between relation conflict and turnover intentions among Chinese employees, while Korean workers saw the same effects only in the relationship between task conflict and turnover intentions. The above-mentioned results indicate the following implications. Firstly, there were common effects of intragroup conflict on turnover intentions for both Korean and Chinese employees. Such effect can be understood from culture universal perspective. Secondly, differences emerged in the mediating effects of job satisfaction in the relationship between turnover intentions and intra-group conflicts. That is understandable from culture specific perspective. Thirdly, the result that can be inferred from the aforementioned findings is that when it comes to cross-cultural research on methods of management, it is important to consider two types of approaches - culture universal and culture specific approaches. Lastly, the study also indicated that companies operating overseas should seek both localized and global management.

Mapping the contours of fairness

2014 ◽  
Vol 1 (2) ◽  
pp. 191-204 ◽  
Author(s):  
Lilian Otaye ◽  
Wilson Wong
Keyword(s):  
Job Satisfaction ◽  
Factor Analysis ◽  
Regression Analysis ◽  
Turnover Intention ◽  
Content Type ◽  
Mediating Role ◽  
The Uk ◽  
The Relationship

Purpose – The purpose of this paper is to explore the contours of fairness by showing how different facets of fairness impact three important employee outcomes (job satisfaction, turnover intention and employer advocacy) and examining the mediating role of quality of management and leadership (through perceptions of both senior management and the quality of exchange with immediate supervisors) in attenuating negative impacts of unfairness on these outcomes. The study extends the concept of fairness beyond the traditional focus on organizational justice and models the mediating role of leadership on the relationship between (un)fairness and the three employee-level outcomes in a sample of employees representative of the UK workforce. Design/methodology/approach – Data were obtained from a nationally representative sample of 2,067 employees in the UK. Exploratory factor analysis and then confirmatory factor analysis is used to refine three unfairness factors and address their dimensionality of the unfairness scale and then multiple regression analysis is used to test a fairness-leadership-employee performance outcome model. Findings – Results of multiple regression analysis revealed that both trust in leadership and leader-member exchange partially mediate the relationship between organizational (un)fairness and job satisfaction, advocacy and turnover intention, respectively. Practical implications – The findings highlight the important role that leaders play in influencing the relationship between perception of unfairness and employee outcomes. This has implications for both theory and practice as it suggests that the pattern of inclusion that leaders create through the relationships that they develop with their followers has a significant impact on the relationship between unfairness and the work outcomes. They not only must manage traditional perceptions of justice, but also the assessments employees make about trust in management judgements and the perceived consequences of such judgements. Originality/value – In an environment where perceptions of unfairness are becoming both more endemic but also more complex, the study shows that both senior leaders and immediate supervisors have important agency in managing negative consequences. Through the measurement of satisfaction, turnover intention and employer advocacy it also provides potential links to link fairness into the engagement literature.

Job flexibility and job satisfaction among Mexican professionals: a socio-cultural explanation

2018 ◽  
Vol 40 (5) ◽  
pp. 921-942 ◽  
Author(s):  
Miguel A. Baeza ◽  
Jorge A. Gonzalez ◽  
Yong Wang
Keyword(s):  
Job Satisfaction ◽  
Latin American ◽  
Content Type ◽  
Women Employees ◽  
Mexican Society ◽  
Job Flexibility ◽  
Cultural Explanation ◽  
The Relationship ◽  
Latin American Countries

Purpose The purpose of this paper is to study how job flexibility influences job satisfaction among Mexican professionals, and focus on the role of key socio-cultural moderators relevant to Mexican society. Design/methodology/approach The paper explore how this relationship may be more important for women, employees with dependents such as children and elder parents and younger generations of professionals (e.g. Millennials). Findings The authors find that job flexibility is positively related to job satisfaction. This relationship is stronger for employees without dependents, as well as for younger generations of professionals (e.g. Millennials). Surprisingly, the relationship between job flexibility and job satisfaction does not differ by gender. The findings explain why job flexibility is more conductive to job satisfaction for employees without dependents, who tend to belong to younger generations. Originality/value Overall, the findings present important implications for managing job flexibility in Mexico and other Latin American countries, particularly for younger professionals.

The role of salesperson brand selling confidence in enhancing important sales management outcomes: a social identity approach

2018 ◽  
Vol 33 (3) ◽  
pp. 277-290 ◽  
Author(s):  
Bashar S. Gammoh ◽  
Michael L. Mallin ◽  
Ellen Bolman Pullins ◽  
Catherine M. Johnson
Keyword(s):  
Job Satisfaction ◽  
Cross Section ◽  
Design Methodology ◽  
Sales Management ◽  
Measurement Model ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Social Identity Approach

Purpose The purpose of the study is to address the gap in understanding how the brand influences sales outcomes by focusing one’s attention on the salesperson perceptions of the brand and the salesperson brand selling confidence. Design/methodology/approach The study uses a cross-section survey of professional salespeople. SmartPLS was used to estimate the measurement model and test the hypothesized path relationships. Findings The study’s results indicate that salespeople who believe in the strength of the brands they represent are more likely to identify with the brand, are more confident in selling the brand and, overall, tend to perform better, have higher job satisfaction and are more committed to their companies. Originality/value This paper contributes to the sales literature by further exploring the relationship between the brand and sales function in the firm. This area has recently received academic attention but has not yet considered the mediating processes that connect the two areas. This study identifies perceptions of brand strength and brand selling confidence as mechanisms that mediate the impact of brand on sales outcomes.

Relationship conflict, task conflict and teams’ transactive memory systems

2019 ◽  
Vol 34 (3) ◽  
pp. 626-640
Author(s):  
Jason M. Riley ◽  
William A. Ellegood
Keyword(s):  
Experiential Learning ◽  
Team Performance ◽  
Operations Management ◽  
Memory Systems ◽  
Transactive Memory ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Conflict Task ◽  
Transactive Memory Systems ◽  
Content Type

Purpose The purpose of this paper is to understand how task conflict and relationship conflict influence teams’ transactive memory systems (TMS) and by extension team performance. Design/methodology/approach Leveraging experiential learning theory and a popular operations management simulation tool, survey data from 341 students, who worked on 117 simulation teams, are collected. To examine the present hypotheses bootstrapping analysis and SPSS were used. Findings Both task and relationship conflict can significantly diminish TMS development, which in turn, inhibits team performance. Thus, when teams disagree on how to approach a task, conflict could diminish TMS formation. In addition, when one team member has a personal conflict with one or more members that it further amplifies the influence of task conflict. To address the negative influence of both task and relationship conflict, teams should develop processes to better utilize members’ specialized knowledge and work together in a coordinated manner. Research limitations/implications The research adds to the literature by articulating the mediating influence that relationship conflict has on task conflict. Furthermore, it highlights how teams can develop TMS as a means to improve team performance when using simulation tools as a teaching device. Originality/value This work broadens our understanding of the conditions under which educators can teach students about teams and teamwork capabilities. In addition, the authors expand the use of simulations as an experiential learning tool.

Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael K. Mickson ◽  
Alex Anlesinya ◽  
Ebenezer Malcalm
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Local Government ◽  
Transactional Leadership ◽  
Diversity Climate ◽  
Content Type ◽  
Intrinsic Job Satisfaction ◽  
The Relationship

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

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