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The present study examines the association between dysfunctional team behavior and team performance. Data included measures of teams' dysfunctional behavior and negative affective tone as well as supervisors' ratings of teams' (nonverbal) negative emotional expressivity and performance. Utilizing a field sample of 61 work teams, the authors tested the proposed relationships with robust data analytic techniques. Results were consistent with the hypothesized conceptual scheme, in that negative team affective tone mediated the relationship between dysfunctional team behavior and performance when teams' nonverbal negative expressivity was high but not when nonverbal expressivity was low. On the basis of the findings, the authors conclude that the connection between dysfunctional behavior and performance in team situations is more complex than was previously believed-thereby yielding a pattern of moderated mediation. In sum, the findings demonstrated that team members' collective emotions and emotional processing represent key mechanisms in determining how dysfunctional team behavior is associated with team performance.

SummaryIn the present study we sought to clarify the functional distinctions between organization identity strength, organizational identification, and organizational commitment. Data were obtained from 10 948 employees of a large steel manufacturer. First, confirmatory factor analysis was used to test the discriminant validity of the three focal constructs. Next, drawing on research that suggests hierarchical differentiation may influence individuals' conceptual frame of reference, we examined each focal construct's measurement equivalence across three hierarchical levels (officers, n ¼ 1,056, middle-management, n ¼ 1049, workers, n ¼ 1050). Finally, multigroup structural equation modeling was used to simultaneously estimate the between-group correlations between turnover intention and organization identity strength, organizational identification, and organizational commitment. Results indicated that (a) the measures used to reflect the three focal constructs were empirically distinct, (b) the focal constructs were conceptually equivalent across hierarchical levels, and (c) the pattern of correlations with turnover intention was different for employees with management responsibilities versus workers with no management responsibility. The present findings suggest perceptions of a strong organizational identity, organizational identification, and organizational commitment may influence employees' turnover intention in unique ways, depending on their hierarchical level within the organization. Copyright # 2006 John Wiley & Sons, Ltd.The relationship between an individual member and the employing organization has long been known to have an impact on the attitudes, behavior, and well-being of individuals. In this regard, two of the more researched constructs include organizational identification and organizational commitment, both of which were developed in an attempt to understand, predict, and influence employee behavior. Organizational identification, as the more recent of the two perspectives, examines the process whereby an individual's identity becomes psychologically intertwined with the organization's identity. Although a long-standing interest to sociologists and social psychologists, the social identity approach, subsuming both social identity theory and self-categorization theory, has only recently emerged as an important perspective in organizational behavior research (see Pratt, 1998;van Dick, 2004, for reviews). The second perspective, which encompasses organizational commitment, views the

We examine the effect of (in)congruence between leaders' and teams' power distance values on team effectiveness. We hypothesize that the (in)congruence between these values would differentially predict team effectiveness, with procedural justice climate serving as a mediator. Using multisource data and polynomial regression, we found that similarities (and differences) between leaders' and their teams' power distance values can have consequential effects on teams' justice climate and, ultimately, their effectiveness (viz., team performance and team organizational citizenship behavior). We conclude that to fully understand the implications of power distance, one should consider the multiple perspectives of both leaders and team members.

This study examined the relationships between organizational justice and withdrawal outcomes and whether emotional exhaustion was a mediator of these linkages. Data were obtained from 869 military personnel and civil servants; using structural equation modelling techniques, we examined an integrative model that combines justice and stress research. Our findings suggest that individuals' justice perceptions are related to their psychological health. As predicted, emotional exhaustion mediated the linkages between distributive and interpersonal (but not procedural and informational) justice and individuals' withdrawal reactions. Results showed that distributive and interpersonal justice negatively related to emotional exhaustion and emotional exhaustion negatively related to organizational commitment which, in turn, negatively influenced turnover intentions. These findings were observed even when controlling for the presence of contingent-reward behaviours provided by supervisors and individuals' psychological empowerment. Copyright (c) 2009 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.