On Leading Meetings

Odermatt, Isabelle; König, Cornelius J.; Kleinmann, Martin; Nussbaumer, Romana; Rosenbaum, Amanda; Olien, Jessie L.; Rogelberg, Steven G.

doi:10.1177/1548051816655992

Cited by 17 publications

(6 citation statements)

References 46 publications

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“…Inside the meeting, helpful leader behaviors include directing, structuring, contributing ideas and solutions, facilitating decisionmaking, and setting boundaries (Angouri & Marra, 2011;Lehmann-Willenbrock et al, 2015;Malouff et al, 2012;Pearson, 1989;van der Haar et al, 2017;Wodak et al, 2011). Research on followers' perceptions of meeting leadership points to the benefits of a considerate (Odermatt et al, 2016) and participative (Mroz et al, 2018a(Mroz et al, , 2018b leadership style, as well as a high-quality perceived leader-member exchange (Baran et al, 2012). Moreover, one study showed how perceived power distance and Leader member exchange (LMX) contribute to followers' emotional labor in meetings (Erks et al, 2017), suggesting that meeting leaders can play an influential role in managing employee well-being.…”

Section: Leadingmentioning

confidence: 99%

The key features of workplace meetings: Conceptualizing the why, how, and what of meetings at work

Allen

Lehmann‐Willenbrock

2022

Organizational Psychology Review

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Given the focal role that group and team meetings play in shaping employees’ work lives (and schedules), the scarcity of conceptual and empirical attention to the topic in extant organizational psychology research is a major oversight that stalls scientific understanding of organizational behavior more broadly. With the explosion of meetings in recent years, in part due to the COVID-19 pandemic, some even wonder why organizational psychology has not already figured out meetings from both a science and practice perspective. The purpose of this paper is to synthesize the extant literature on the science of workplace meetings and sort the works by identifying the key features of the meeting phenomenon. The five key features of workplace meetings identified include Leading, Interacting, Managing Time, Engaging, and Relating. We couch these features within a larger framework of how meetings are the intersection of collaboration in organizations and indispensable to organizational success. Against this conceptual backdrop, we reviewed a total of 253 publications, noting opportunities for future research and discussing practical implications. Plain Language Summary Given the focal role that group and team meetings play in shaping employees’ work lives (and schedules), the scarcity of conceptual and empirical attention in extant organizational psychology research is a major oversight that stalls scientific understanding of organizational behavior more broadly. With the explosion of meetings that has occurred in recent years, in part due to the COVID-19 pandemic, some even wonder why organizational psychology has not already figured out meetings from both a science and practice perspective. The purpose of this paper is to review the literature on the science of workplace meetings by identifying the core features of the phenomenon and sorting the extant literature along these features. The five core features identified include leading, interacting, managing time, engaging, relating. We couch these features within a larger framework of how meetings are the intersection of collaboration in organizations and a major key to organizational success. Against this conceptual backdrop, we reviewed a total of 253 publications, noting opportunities for future research and discussing practical implications. We conclude our review with an overview of the special issue on workplace meetings, which is an overt attempt to launch research that will fill the theoretical and conceptual gap in the science of meetings.

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Section: Leadingmentioning

confidence: 99%

The key features of workplace meetings: Conceptualizing the why, how, and what of meetings at work

Allen

Lehmann‐Willenbrock

2022

Organizational Psychology Review

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“…For instance, even though controlling the conversational floor (e.g., by assigning speaker turns and regulating topic progression) can contribute to more efficiency (Asmuß & Svennevig, 2009), it can also prevent people from expressing their opinions freely. Accordingly, research suggests that effective leaders take care not to overstructure their meetings (Van der Haar et al, 2017) and that it may be more important for leaders to show consideration during meetings (e.g., by identifying and addressing meeting attendees’ concerns) than to initiate structure (Odermatt et al, 2017). As a result, meeting leadership is likely to influence the occurrence of a MATM, such that high levels of initiating structure (without corresponding levels of consideration) result in unanswered questions and pent-up emotions, the combination of which triggers subsequent sensemaking processes.…”

Section: The Matm: An Affect-based Process Modelmentioning

confidence: 99%

The meeting after the meeting: A conceptualization and process model

Meinecke

Handke

2022

Organizational Psychology Review

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This article offers initial theorizing on an understudied phenomenon in the workplace: the meeting after the meeting (MATM). As an informal and unscheduled event, the MATM takes place outside managerial control and has potentially far-reaching consequences. However, our current knowledge of the MATM relies primarily on practitioner observations, and conceptual work that integrates the MATM into the larger meeting science literature is missing. This article fills this gap by outlining key defining features of the MATM that can be used to structure future research. Moreover, and based on theorizing concerning the affect-generating nature of meetings, we develop an affect-based process model that focuses on the antecedents and boundary conditions of the MATM at the episodic level and shines light on meetings as a sequential phenomenon. Plain Language Summary This article sheds light on an understudied but rather common phenomenon in the workplace: The meeting after the meeting (MATM). Defined as an unscheduled, informal and confidential communication event, the MATM has the potential to create new structures in everyday organizational life. Yet, our current knowledge of this particular meeting type is very limited and largely based on anecdotal accounts by practitioners. To guide future research, this article first outlines key features of the MATM, focusing on when the MATM occurs, where it takes place, how it takes place, why it takes place, and who is involved in the MATM. Next, this article presents an affect-based process model of the MATM. To this end, antecedents and boundary conditions at the episodic level are outlined, highlighting that meetings should be seen as interconnected, sequential events.

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“…Moreover, they are obliged to follow up on previous decisions and commitments. Unlike meetings in private organisations, which usually serve as a venue for accomplishing work-related goals (Odermatt et al 2017), this kind of meeting provides the means for displaying each actor's performance to others and involves image-building and other political behaviours. It requires a focus on the systematic progress of policy implementation, while also emphasising a shared approach to performance improvement through interaction within the network.…”

Section: Conduct Of Reformmentioning

confidence: 99%