Rethinking the role of team mindfulness in team relationship conflict: A conflict management perspective

Ni, Dan; Zheng, Xiaoming; Liang, Lindie H.

doi:10.1002/job.2588

Cited by 16 publications

(25 citation statements)

References 81 publications

(186 reference statements)

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“…This can further elevate the level of task, process and relationship conflict in teams. Recent research provides initial evidence that team mindfulness increases team relationship conflict IJCMA 34,5 resulting from a more competitive conflict management approach (Ni et al, 2022). Taken together, we propose: H4a.…”

Section: The Relationship Between Abusive Supervision Climate and Tea...mentioning

confidence: 78%

“…Since then, the team mindfulness concept has been attracting more and more research attention (Liu et al , 2022; Lyndon et al , 2022; Majeed et al , 2023; Xie, 2022). For example, recent research on team mindfulness suggests that disruptions in team mindfulness leads to more relationship conflict (Ni et al , 2022). Moving along this line of inquiries, we develop and test a theoretical model where an abusive supervision climate interferes with team mindfulness and the disrupted team mindfulness in turn leads to more task, process and relationship conflict (see Figure 1).…”

mentioning

confidence: 99%

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A mindfulness perspective on the link between abusive supervision climate and team conflict

Qu,

Todorova,

Dasborough

et al. 2023

IJCMA

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Purpose The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious dysfunctional effects of abusive supervision climate in teams. Team conflict, which is often a signal for dysfunctional relationships in teams, has however received limited attention. To contribute to this line of research, this study develops and tests a theoretical model on the role of team mindfulness in understanding the link between abusive supervision climate and task, process, and relationship conflict. Design/methodology/approach To test the theoretical model, this study collected and analyzed two-wave time-lagged data from 499 employees in 92 teams. Findings The results showed that abusive supervision climate aggravated task conflict and process conflict via diminishing levels of team mindfulness. Abusive supervision climate also exacerbated relationship conflict, but the effects did not occur via a decrease in team mindfulness. Practical implications While it may not always be possible to prevent the development of an abusive supervision climate in workplaces, other interventions may prevent conflict in teams with abusive leaders. As indicated by the findings, task conflict and process conflict may be reduced if teams are high on mindfulness. Interventions that stimulate team mindfulness might thus improve collaboration in teams with abusive leaders. Originality/value This research offers novel insights regarding how abusive leaders might instigate conflict within teams. Specifically, through the unique perspective of mindfulness, the authors are able to offer new insights into how abusive supervision climate affects task, process and relationship conflict. This study offers a novel, yet important, lens to examine how conflict occurs in teams.

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Section: The Relationship Between Abusive Supervision Climate and Tea...mentioning

confidence: 78%

mentioning

confidence: 99%

A mindfulness perspective on the link between abusive supervision climate and team conflict

Qu,

Todorova,

Dasborough

et al. 2023

IJCMA

View full text Add to dashboard Cite

show abstract

“…To support this development, the accompanying body of literature to assist its use is also growing; however, much of this literature is at the individual level [ 31 , 32 ]. Although our understanding of team mindfulness is advancing [ 33 , 34 ], our current knowledge is based on its more general effects rather than its role in stressful situations [ 34 , 35 , 36 ]. To our knowledge, this is the first study that has explicitly examined how team mindfulness influences coping responses to incivility.…”

Section: Discussionmentioning

confidence: 99%

Coping with Workplace Incivility in Hospital Teams: How Does Team Mindfulness Influence Prevention- and Promotion-Focused Emotional Coping?

Farley

Song

et al. 2022

IJERPH

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Incivility is a growing concern for researchers and practitioners alike, yet we know little about how the team context is related to the way that employees respond to it. In this study, we examined the role of team mindfulness and its direct and buffering effects on individual-level promotion- and prevention-focused emotional coping. We also examined how these forms of coping were related to individual work engagement. In a temporally lagged study of 73 hospital teams (involving 440 team members), multi-level analyses showed that team mindfulness was directly negatively associated with individual-level prevention-focused emotional coping (behavioral disengagement, denial, and venting); however, it was not positively related to individual-level promotion-focused forms of coping (positive reframing and acceptance). In addition, a cross-level interaction effect was identified whereby team mindfulness reduced the positive relationship between incivility and venting, meaning there was less individual-level venting following incivility in the context of higher team mindfulness. These findings may have implications for work engagement, which was shown to be negatively related to venting and behavioral disengagement. Our findings are useful for managers of teams that regularly experience customer incivility as it uncovers how they can develop a team context that discourages ineffective coping responses.

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“…It has been widely recognised that mindfulness may be helpful in team building, buffering against tensions, and ultimately uniting team members to improve team performance (Montani et al, 2020). Contrasting to individual mindfulness, team mindfulness is an organisational property emerging from team experience and relationships between members (Carter et al, 2018;Ni et al, 2022), not an aggregation of each individual's mindfulness (Yu and Zellmer-Bruhn, 2018). It is considered as "a shared belief among team members that team interactions are characterised by awareness and attention to present events, and by experiential, non-judgmental processing of within-team experiences" (Yu and Zellmer-Bruhn, 2018, p. 326).…”

Section: Team Mindfulness and Tmx/lmxmentioning

confidence: 99%

Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context

Alo

Arslan

Tian

et al. 2023

JMP

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PurposeThis paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.Design/methodology/approachThe study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.FindingsThe authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.Originality/valueThis paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.

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Rethinking the role of team mindfulness in team relationship conflict: A conflict management perspective

Cited by 16 publications

References 81 publications

A mindfulness perspective on the link between abusive supervision climate and team conflict

A mindfulness perspective on the link between abusive supervision climate and team conflict

Coping with Workplace Incivility in Hospital Teams: How Does Team Mindfulness Influence Prevention- and Promotion-Focused Emotional Coping?

Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context

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