Building Better Workplaces through Individual Perspective Taking: A Fresh Look at a Fundamental Human Process

Atkins, Paul W. B.; Parker, Sharon K.; Axtell, Caroline

doi:10.1002/9780470773277.ch5

Cited by 81 publications

(205 citation statements)

References 132 publications

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“…Conflict perceptions may also have a negative effect on perspective‐taking behaviour within teams because of the negative emotions often associated with conflict and negative affect 78–80 . Perspective‐taking behaviour is enhanced by positive affect, 81 positive mood and liking 82,83 . In sum, we propose that perceptions of power and conflict have a motivational effect on important communication and cooperation behaviours and therefore may help or hinder teamwork.…”

Section: The Impact Of Ppps and Pcps On Actual Team Processesmentioning

confidence: 99%

What is happening under the surface? Power, conflict and the performance of medical teams

et al. 2012

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Power and conflict strongly influence interpersonal behaviour. Characteristics of medical action teams give rise to all kinds of issues of disagreement and are accompanied by complex issues of intra-team power distribution. We argue that how team members coordinate, cooperate and communicate is steered by members' personal motivations, which, in turn, strongly depend on their perceptions of power and conflict. Given the importance of the performance of these teams, we suggest future directions for the development of training interventions building on knowledge and theories derived from social and organisational psychology.

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Section: The Impact Of Ppps and Pcps On Actual Team Processesmentioning

confidence: 99%

What is happening under the surface? Power, conflict and the performance of medical teams

et al. 2012

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“…To be effective, dual leaders must respect each other's differences and offer emotional support for the others' shortcomings or struggles that they may not have personally encountered. As such, successful leader pairs must have the capacity and willingness to engage in perspective taking to fully understand the demands that another leader is facing and, by extension, provide the type of support needed (Parker, Atkins, & Axtell, ). Moreover, perspective taking has the added benefit of facilitating better information exchange (Krauss & Fussell, ) as well as more comprehensive evaluation of concepts and ideas (Hoever, van Knippenberg, Ginkel, & Barkema, 2012), thereby impacting leader creativity and innovation as well as that of the subordinate.…”

Section: Introductionmentioning

confidence: 99%

Why dual leaders will drive innovation: Resolving the exploration and exploitation dilemma with a conservation of resources solution

2017

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Summary Using conservation of resources theory, we challenge traditional unity of command models of leadership and propose that a dual‐leadership framework can serve as a potential solution to the inherent challenges of innovation. Leading for innovation demands are depicted as uniquely disparate from other forms of leadership, resulting in several types of conflict and resource depletion for individual leaders. We contend that this exploration–exploitation role conflict and the resulting need to manage incongruent role identities produce stress, strain, and resource depletion that in turn hamper innovative goal achievement for both a single leader directly and via subordinates more indirectly. We propose, however, that as an extension of the resource investment tenet of the conservation of resources theory, a dual‐leadership approach may alleviate many of these challenges for innovation. Specifically, the addition of a second leader can add resources to innovation and in turn decrease the role conflict inherent in managing the generation and implementation of creative ideas. Limitations and areas for future research are offered.

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“…The results of Study 1 suggest that it is possible to enhance work unit-oriented proactive behavior by emphasizing interdependent self-construals at work, especially for work that requires interdependent activities among employees. We used a sentence construction task to prime interdependent self-construals, but in practice, an emphasis on interdependent self-construals at work can be conveyed by (1) having managers construct strong team identifications for subordinates performing the same work (Jung & Sosik, 2002), (2) helping subordinates understand how their work fits to a bigger picture involving others' work (Zhang & Bartol, 2010), and (3) communicating the value of team and collective work in relational work practices (Parker, Atkins, & Axtell, 2008).…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

Parker

et al. 2018

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LSE has developed LSE Research Online so that users may access research output of the School. Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LSE Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain. You may freely distribute the URL (http://eprints.lse.ac.uk) of the LSE Research Online website. This document is the author's final accepted version of the journal article. There may be differences between this version and the published version. You are advised to consult the publisher's version if you wish to cite from it. 1 WHEN AND WHY PEOPLE ENGAGE IN DIFFERENT FORMS OF PROACTIVE BEHAVIOR: INTERACTIVE EFFECTS OF SELF-CONSTRUALS AND WORK CHARACTERISTICS ABSTRACTWhen and why do people engage in different forms of proactive behavior at work? We propose that, as a result of a process of trait activation, employees with different types of self-construal engage in distinct forms of proactive behavior if they work in environments consistent with their self-construals. In an experimental Study 1 (N = 61), we examined the effect of self-construals on proactivity and found that people primed with interdependent self-construals engaged in more work unit-oriented proactive behavior when job interdependence also was manipulated. Priming independent self-construals did not enhance career-oriented proactive behavior, even when we manipulated job autonomy. In a field Study 2 (N = 205), we found that employees with interdependent self-construals working in jobs with high interdependence reported higher work unit commitment and higher work unit-oriented proactive behavior than employees in low interdependent jobs. Employees with independent self-construals working in jobs with high autonomy also exhibited stronger career commitment and more career-oriented proactive behavior than those in jobs with low autonomy. This research offers a theoretical framework to explain how dispositional and situational factors interactively shape people's engagement in different forms of proactive behavior.Keywords: Self-construal, Job design, Proactive behavior, Trait activation, Commitment 3 WHEN AND WHY PEOPLE ENGAGE IN DIFFERENT FORMS OF PROACTIVE BEHAVIOR: INTERACTIVE EFFECTS OF SELF-CONSTRUALS AND WORK CHARACTERISTICSThere is a pressing need for proactive behavior in today's global work context (Crant, 2000).It has become increasingly important to anticipate opportunities and initiate actions to operate effectively in complex and uncertain work environments (Campbell, 2000;Griffin, Neal, & Parker, 2007). Consequently, scholars have investigated proactive behavior, defined as "self-initiated and future-oriented action that aims to change and improve the situation or oneself" (Parker, Williams, & Turner, 2006, p. 636 Although researchers who focus on co...

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Building Better Workplaces through Individual Perspective Taking: A Fresh Look at a Fundamental Human Process

Cited by 81 publications

References 132 publications

What is happening under the surface? Power, conflict and the performance of medical teams

What is happening under the surface? Power, conflict and the performance of medical teams

Why dual leaders will drive innovation: Resolving the exploration and exploitation dilemma with a conservation of resources solution

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

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