Social Dynamics at Work

Meinecke, Annika L.; Lehmann‐Willenbrock, Nale

doi:10.1017/cbo9781107589735.015

Cited by 34 publications

(33 citation statements)

References 76 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…To examine whether any observed transition probability differed from the unconditional probability for the respective event that followed, we used the z-statistic as a statistical check (Bakeman & Gottman, 1997). A z-value larger than 1.96 or smaller than −1.96 implies that a behavioral sequence occurred above chance in our data (for more details on lag sequential analysis and applications for analyzing team interactions, see Bakeman & Quera, 2011;LehmannWillenbrock et al, 2011LehmannWillenbrock et al, , 2013Meinecke & Lehmann-Willenbrock, 2015).…”

Section: Lag Sequential Analysismentioning

confidence: 95%

How transformational leadership works during team interactions: A behavioral process analysis

Lehmann‐Willenbrock¹,

Meinecke

Rowold

et al. 2015

The Leadership Quarterly

Self Cite

View full text Add to dashboard Cite

Transformational leadership is generally considered helpful for team functioning. However, the social dynamics underlying the benefits of transformational leadership remain elusive to date. To understand how and why transformational leadership can foster team functioning, this study focuses on leader-follower communication dynamics during team interactions. From the perspective of leadership as social problem solving, we argue that transformational leadership is linked to functional team problem-solving processes because transformational leaders use solution-focused communication (mediator model). In a sample of 30 videotaped problemsolving team meetings from two organizations, we coded transformational leadership style and the verbal behavioral interactions of leaders and team members over the course of their entire meetings (30,128 behavioral units in total). Multilevel results showed that transformational leadership was positively linked to functional problem-solving communication by team members. This positive relationship was mediated by leaders' solution-focused communication. Moreover, at the micro-level of conversational dynamics within the meeting process, lag sequential analysis revealed that leaders' ideas and solutions triggered subsequent solution statements by team members and inhibited counterproductive communication by team members, such as running off topic, criticizing, or complaining. We discuss theoretical and methodological implications for conceptualizing dynamic leader-follower processes as well as managerial implications for leading effective meetings in organizations.

show abstract

Section: Lag Sequential Analysismentioning

confidence: 95%

How transformational leadership works during team interactions: A behavioral process analysis

Lehmann‐Willenbrock¹,

Meinecke

Rowold

et al. 2015

The Leadership Quarterly

Self Cite

View full text Add to dashboard Cite

show abstract

“…Given our theoretical framework and particular study aim, we focused our analysis on negative socioemotional behaviors observed in the premeeting period of these groups. The categorization of dysfunctional socioemotional behaviors that we used in this study was developed in previous field research (Kauffeld & Lehmann-Willenbrock, 2012) and has been used extensively in recent team process research (e.g., Goh, Fisher, & Sommer, 2015;Lehmann-Willenbrock et al, 2013;Meinecke & Lehmann-Willenbrock, 2015). Negative socioemotional communication in meetings includes behaviors such as interruptions, criticizing others, and side conversations that exclude other meeting participants (e.g., when two attendees are whispering among each other).…”

Section: Coding Premeeting Interaction Behaviormentioning

confidence: 99%

Let's get this meeting started: Meeting lateness and actual meeting outcomes

2018

Self Cite

View full text Add to dashboard Cite

Summary Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study 2, we manipulated meeting lateness using a confederate and showed that participants' anticipated meeting satisfaction and effectiveness were significantly lower when meetings started late. In Study 3, participants holding actual group meetings were randomly and blindly assigned to either a 10 min late, 5 min late, or a control condition (n = 16 groups in each condition). We found significant differences concerning participants' perceived meeting satisfaction and meeting effectiveness, as well as objective group performance outcomes (number, quality, and feasibility of ideas produced in the meeting). We also identified differences in negative socioemotional group interaction behaviors depending on meeting lateness. In concert, our findings establish meeting lateness as an important organizational phenomenon and provide important conceptual and empirical implications for meeting research and practice.

show abstract

“…Team meetings in particular have become an integral part of employees' work lives (e.g., Lehmann-Willenbrock, Allen, & Kauffeld, 2013). Team meetings are a key venue for observing team problem-solving processes (e.g., Kauffeld & Lehmann-Willenbrock, 2012), sensemaking activities (Baran, Shanock, Rogelberg, & Scott, 2012), and social dynamics in general (Meinecke & Lehmann-Willenbrock, 2015). Moreover, team meetings are communicatively created (Beck, 2008), deeming them an appropriate context for examining how team roles are constructed through team communication.…”

Section: A Communicative Approach To Team Role Creationmentioning

confidence: 99%