Taking Stock of Group Affective Tone, Emotional Climate, and Emotional Culture in Organizations

2021 ◽  
Vol 2021 (1) ◽  
pp. 12836
Keyword(s):  
Emotional Climate ◽  
Affective Tone ◽  
Emotional Culture ◽  
Group Affective Tone

How Demographic Faultlines and Impression Management Behaviors Influence Group Affective Tone

2021 ◽  
pp. 104649642199391
Author(s):  
Nai-Wen Chi ◽  
Wei-Chi Tsai
Keyword(s):  
Impression Management ◽  
Group Identification ◽  
Social Categorization ◽  
Affective Tone ◽  
Student Teams ◽  
The Social ◽  
Positive Impression Management ◽  
Reduced Group ◽  
Group Affective Tone ◽  
Management Behaviors

Drawing on the social categorization perspective, we theorized that team demographic faultlines increase negative group affective tone (NGAT) through reduced group identification, while team member positive impression management behaviors enhance positive group affective tone (PGAT) via enhanced group identification. Data were collected from 523 members of 101 newly formed student teams. Consistent with our hypotheses, team demographic faultlines were positively predicted NGAT via reduced group identification, while team self-promotion and ingratiation behaviors were positively associated with PGAT through group identification. Importantly, team self-promotion and ingratiation behaviors also mitigated the social categorization processes triggered by team demographic faultlines.

Positive group affective tone and employee work engagement: A multilevel investigation

2017 ◽  
Vol 45 (11) ◽  
pp. 1905-1918 ◽  
Author(s):  
Linlin Zhang ◽  
Nan Zhang ◽  
Yang Qiu
Keyword(s):  
Hierarchical Linear Modeling ◽  
Work Engagement ◽  
Psychological Capital ◽  
Positive Group ◽  
Affective Tone ◽  
Self Evaluation ◽  
Core Self ◽  
The Impact ◽  
Group Affective Tone ◽  
Employee Work Engagement

We investigated the impact of positive group affective tone on employee work engagement. Participants in the study were 74 research and development groups (324 employees and 74 group leaders) employed by high-technology companies in China. Hierarchical linear modeling results revealed a positive cross-level relationship between positive group affective tone and employee work engagement; this relationship was partially mediated by employee core self-evaluation. In addition, there was a positive relationship between leader psychological capital and positive group affective tone at the group level. We further found that leader psychological capital was a moderator between employee core self-evaluation and their work engagement, such that the positive association was stronger when leader psychological capital was high than when it was low. Implications for organizational and individual change are described, and recommendations for future research directions are discussed.

Perceived Diversity and Team Functioning

2013 ◽  
Vol 44 (1) ◽  
pp. 33-61 ◽  
Author(s):  
Tanja Hentschel ◽  
Meir Shemla ◽  
Jürgen Wegge ◽  
Eric Kearney
Keyword(s):  
Work Group ◽  
Relationship Conflict ◽  
Team Identification ◽  
Negative Group ◽  
Affective Tone ◽  
Team Functioning ◽  
Group Diversity ◽  
Group Affective Tone ◽  
The Relationship

Based on data from 38 organizational teams ( N = 241), we investigated the influence of perceived diversity on team identification and relationship conflict. Moreover, we examined the roles of diversity beliefs as a moderator and group affective tone as a mediator of these relationships. Objective diversity in age, gender, educational level, nationality, or tenure was not related to perceived diversity, team identification, or emotional conflict. But as hypothesized, perceived diversity was negatively associated with team identification and positively associated with relationship conflict. Diversity beliefs moderated these effects. Negative group affective tone mediated the relationship among perceived diversity, diversity beliefs, and relationship conflict. We found a similar trend for positive group affective tone with regard to the relationship among perceived diversity, diversity beliefs, and team identification. These results illustrate the central role of shared affect and diversity beliefs in determining whether work group diversity is an asset or a liability.

How does benevolent leadership lead to work–family enrichment? The mediating role of positive group affective tone

2020 ◽  
Vol 36 (4) ◽  
pp. 496-506
Author(s):  
Chih‐Ying Wu ◽  
Chien‐Chih Kuo ◽  
Chia‐Wu Lin ◽  
Wan‐Hsien Hu ◽  
Chia‐Yen Wu ◽  
...  
Keyword(s):  
Positive Group ◽  
Affective Tone ◽  
Mediating Role ◽  
Benevolent Leadership ◽  
Work Family ◽  
Group Affective Tone ◽  
Work Family Enrichment ◽  
Family Enrichment

Is Negative Group Affective Tone Always Bad For Team Creativity? Team Trait Learning Goal Orientation as the Boundary Condition

2021 ◽  
pp. 105960112110113
Author(s):  
Nai-Wen Chi ◽  
Long W Lam
Keyword(s):  
Goal Orientation ◽  
Information Exchange ◽  
Time Lag ◽  
Moderating Effect ◽  
Negative Group ◽  
Team Creativity ◽  
Affective Tone ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Group Affective Tone

Although previous studies have found that positive group affective tone is generally good for team creativity, the reported effects of negative group affective tone (NGAT) are mixed. Drawing on the team goal orientation composition literature, we propose that team trait learning goal orientation (TTLGO; aggregated level of team members’ trait learning goal orientation) will moderate the relationship between NGAT and team creativity. Specifically, NGAT will be positively related to team creativity when TTLGO is high but becomes negative when TTLGO is low. We further theorize that team information exchange accounts for this moderating effect. Employing a multiple-source and time-lag design, we conducted two studies to test the hypotheses. In Study 1, we collected data from 270 information technology engineers working in 62 R&D teams in a software development company and examined the moderating effect of TTLGO on the NGAT-team creativity relationship. In Study 2, we replicated the findings of Study 1 and further tested the mediating role of team information exchange (i.e., Hypothesis 2) using data from 237 members of 43 diversified teams (e.g., R&D, advertising and marketing, technical services, and quality improvement). The results of these two studies support our hypotheses. Theoretical and practical implications for group affect and creativity literature are further discussed.

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