Task and Relationship Conflict at Work

Lehmann‐Willenbrock, Nale; Grohmann, A.; Kauffeld, Simone

doi:10.1027/1015-5759/a000064

Cited by 47 publications

(15 citation statements)

References 45 publications

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“…Team performance was assessed by means of a German measure of team productivity by Lehmann-Willenbrock et al (2011a), based on Kirkman and Rosen (1999). This measure has been used in previous studies on real teams which worked together for a prolonged period of time [e.g., Lehmann-Willenbrock et al (2011a), Sauer and Kauffeld (2013)].…”

Section: Team Performancementioning

confidence: 99%

Group Affective Tone and Team Performance: A Week-Level Study in Project Teams

et al. 2016

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Group affective tone is an emergent state that can be shared by group members during interdependent tasks. Groups can experience positive group affective tone (PGAT), a shared feeling of, e.g., excitement, enthusiasm, or activation, as well as negative group affective tone (NGAT), a shared feeling of, e.g., distress, anxiety, and hostility. So far, previous cross-sectional research suggests that PGAT and NGAT are related to team performance outcomes. However, little is known about how the dynamic and fluctuating group affective states are related to team performance over an extended period of time. Therefore, the current study investigated the relation between PGAT, NGAT, and performance over the course of 34 software engineering projects. We hypothesized that PGAT is positively related to team performance, whereas NGAT is negatively related to team performance. Based on the punctuated equilibrium model and the feeling-as-information theory, we expected that these associations become stronger in the second half of the project. Using week-level design with 165 participants in 34 software engineering teams, we repeatedly assessed PGAT, NGAT, and team performance over 14 weeks. Data were analyzed using multilevel structural equation modeling. As expected, PGAT was positively related to team performance, whereas NGAT was negatively related to team performance -between teams over the course of the projects as well as within teams over time. More importantly, the weekly relationships were stronger in the second half of the project. Our study indicates that weekly variations in group affective tone are more relevant after projects reach a temporal midpoint. We discuss theoretical and practical implications for project teams.

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Section: Team Performancementioning

confidence: 99%

Group Affective Tone and Team Performance: A Week-Level Study in Project Teams

et al. 2016

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“…We used the German version of Jehn’s (1995) scale to measure two facets of intragroup conflict, namely task conflict (e.g., How often do people in your work unit disagree about opinions regarding the work being done? ) and relationship conflict (e.g., How much tension is there among members in your work unit ; Lehmann-Willenbrock et al, 2011 ). The internal consistency of the three item scales are α = 0.79 for relationship conflict and α = 0.81 for task conflict.…”

Section: Methodsmentioning

confidence: 99%

Linking Diversity and Mental Health: Task Conflict Mediates Between Perceived Subgroups and Emotional Exhaustion

et al. 2020

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Diversity and psychological health issues at the workplace are pressing issues in today's organizations. However, research linking two fields is scant. To bridge this gap, drawing from team faultline research, social categorization theory, and the job-demands resources model, we propose that perceiving one's team as fragmented into subgroups increases strain. We further argue that this relationship is mediated by task conflict and relationship conflict and that it is moderated by psychological empowerment and task interdependence. Multilevel structural equation models on a two-wave sample consisting of 536 participants from 107 work teams across various industries and work contexts partially supported the hypotheses: task conflict did indeed mediate the positive relationships between perceived subgroups and emotional exhaustion while relationship conflict did not; effects on stress symptoms were absent. Moreover, contrary to our expectations, neither empowerment, nor task interdependence moderated the mediation. Results indicate that team diversity can constitute a job demand that can affect psychological health. Focusing on the mediating role of task conflict, we offer a preliminary process model to guide future research at the crossroads of diversity and psychological health at work.

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“…These categories describe solution-oriented behavior [63] and have been shown to help teams grow aware of their dynamics in meetings and affect team and organizational success [12,62,78]. We use these labels (7 in total) to code our participants' individual verbal statements in the building process at five-second increments.…”

Section: Methodsmentioning

confidence: 99%

Measuring Interaction Proxemics with Wearable Light Tags

Montanari

Zhao

Francu

et al. 2018

Proc. ACM Interact. Mob. Wearable Ubiquitous Technol.

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The proxemics of social interactions (e.g., body distance, relative orientation) influences many aspects of our everyday life: from patients' reactions to interaction with physicians, successes in job interviews, to effective teamwork. Traditionally, interaction proxemics has been studied via questionnaires and participant observations, imposing high burden on users, low scalability and precision, and often biases.In this paper we present Protractor, a novel wearable technology for measuring interaction proxemics as part of non-verbal behavior cues with fine granularity. Protractor employs near-infrared light to monitor both the distance and relative body orientation of interacting users. We leverage the characteristics of near-infrared light (i.e., line-of-sight propagation) to accurately and reliably identify interactions; a pair of collocated photodiodes aid the inference of relative interaction angle and distance. We achieve robustness against temporary blockage of the light channel (e.g., by the user's hand or clothes) by designing sensor fusion algorithms that exploit inertial sensors to obviate the absence of light tracking results.We fabricated Protractor tags and conducted real-world experiments. Results show its accuracy in tracking body distances and relative angles. The framework achieves less than 6 • error 95% of the time for measuring relative body orientation and 2.3-cm -4.9-cm mean error in estimating interaction distance. We deployed Protractor tags to track user's non-verbal behaviors when conducting collaborative group tasks. Results with 64 participants show that distance and angle data from Protractor tags can help assess individual's task role with 84.9% accuracy, and identify task timeline with 93.2% accuracy.

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Task and Relationship Conflict at Work

Cited by 47 publications

References 45 publications

Group Affective Tone and Team Performance: A Week-Level Study in Project Teams

Group Affective Tone and Team Performance: A Week-Level Study in Project Teams

Linking Diversity and Mental Health: Task Conflict Mediates Between Perceived Subgroups and Emotional Exhaustion

Measuring Interaction Proxemics with Wearable Light Tags

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