With A Little Help from My Friends: Perceived Task Interdependence, Coworker Communication, and Workplace Friendship

Sias, Patricia M.; Tsetsi, Eric; Woo, Nathan T.; Smith, Aaren D.

doi:10.1080/10510974.2020.1749863

Cited by 19 publications

(28 citation statements)

References 30 publications

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“…Lastly, we pose that task interdependence moderates relationships between communication expectations and job performance/burnout. Empirical (e.g., Sias et al, 2020) and theoretical work (Cooke et al, 2013) suggests that interdependence between team members often necessitates frequent communication. When task interdependence is high, communication and information flow become critically important to performance (Hoch & Kozlowski, 2014).…”

Section: The Moderating Role Of Task Interdependencementioning

confidence: 99%

Remote worker communication during COVID-19: The role of quantity, quality, and supervisor expectation-setting.

Shockley¹,

Allen²,

Dodd³

et al. 2021

Journal of Applied Psychology

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Given the huge increase in remote work that has accompanied the Coronavirus disease (COVID-19) pandemic, understanding predictors of performance and wellbeing among remote workers has never been more timely. Effective communication is commonly cited as key to remote worker success, yet communication variables are rarely incorporated into remote work research. In the present study, we examined the relationship between communication frequency, communication quality, and supervisorset communication expectations with daily job performance and burnout in an occupationally-diverse sample of employees. We used an experience sampling design and our hypotheses were tested with data collected over a 4-week period with a sample of 471 employees who shifted to full-time remote work due to COVID-19. Results indicated that daily communication quality was associated with daily performance and burnout. In addition, the extent to which supervisors established expectations about communication practices (e.g., expected response times to email) at the onset of the transition to remote work was positively associated with performance, but not burnout. Task interdependence was also tested as a moderator. Task interdependence moderated the relationship between communication quality and performance, such that the relationship was stronger when task interdependence was higher than when it was lower. Task interdependence also moderated the relationship between supervisor-set expectations and performance such that the relationship was stronger when task interdependence was lower than when it was higher. Expected curvilinear relationships between communication frequency and outcomes were not detected. Based on our findings, we provide recommendations for practice and future research.

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Section: The Moderating Role Of Task Interdependencementioning

confidence: 99%

Remote worker communication during COVID-19: The role of quantity, quality, and supervisor expectation-setting.

Shockley¹,

Allen²,

Dodd³

et al. 2021

Journal of Applied Psychology

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show abstract

“…Because ethical leaders are principled and strive to inspire ethical conduct in all followers via high-quality leader-member relationships, team members are likely to develop positive communication and build trust not only with the leader but also with team members (Newman et al, 2019;Xu et al, 2019;Peng, 2020). The leader-member relationship literature suggests that employees who share relationships of a similar quality (whether high, moderate or low) tend to befriend one another and distance themselves from workgroup peers who they perceive to have a stronger or weaker relationship with the manager (see Sias et al, 2020). This suggests that within a team with a large variance in the quality of individual leader-member dyadic relationships, there are likely to be large variances in coworker and team associations.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Ethical leadership, perceived leader–member ethical communication and organizational citizenship behavior: development and validation of a multilevel model

Bakar

Connaughton

2022

LODJ

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PurposeThis study provides a systematic testing of ethical leadership and organizational citizenship behavior (OCB) by examining the underlying mechanisms of leader motivation language on ethics through which ethical leadership influences followers’ OCB at the team level.Design/methodology/approachA multilevel model was validated via with structural equation modeling (SEM) from hierarchical linear modeling (HLM) based on data collected in a Malaysian organization.FindingsThe perceived leader–member ethical communication at the team-level makes a unique contribution beyond the ethical leadership in explaining OCBs.Originality/valuePerceived leader–member ethical communication mediates the relationship between ethical leadership and OCB.

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“…Emphasis on well-being and member support improve outcomes for both current projects and the likely success of future projects (McGrath, 1990). Much of the social capital on which effective organizations and individuals rely is established in both formal scheduled meetings (Rogelberg et al, 2010;Yoerger et al, 2015) and informally throughout the day in spontaneous and serendipitous encounters (Kraut et al, 1993;Whittaker, 1995;Shah et al, 2017;Sias et al, 2020).…”

Section: The Interwoven Nature Of Work Effectiveness and Socialitymentioning

confidence: 99%

Meeting (the) Pandemic: Videoconferencing Fatigue and Evolving Tensions of Sociality in Enterprise Video Meetings During COVID-19

Bergmann

Rintel

Baym

et al. 2022

Comput Supported Coop Work

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When COVID-19 led to mandatory working from home, significant blind spots in supporting the sociality of working life-in the moment and over time-were revealed in enterprise video meetings, and these were a key factor in reports about videoconferencing fatigue. Drawing on a large study (N = 849) of one global technology company's employees' experiences of all-remote video meetings during the COVID-19 pandemic, we use a dialectic method to explore the tensions expressed by employees around effectiveness and sociality, as well as their strategies to cope with these tensions. We argue that videoconferencing fatigue arose partly due to work practices and technologies designed with assumptions of steady states and taken-for-granted balances between task and social dimensions of work relationships. Our analysis offers a social lens on videoconferencing fatigue and suggests the need to reconceptualize ideas around designing technologies and practices to enable both effectiveness and sociality in the context of video meetings.

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With A Little Help from My Friends: Perceived Task Interdependence, Coworker Communication, and Workplace Friendship

Cited by 19 publications

References 30 publications

Remote worker communication during COVID-19: The role of quantity, quality, and supervisor expectation-setting.

Remote worker communication during COVID-19: The role of quantity, quality, and supervisor expectation-setting.

Ethical leadership, perceived leader–member ethical communication and organizational citizenship behavior: development and validation of a multilevel model

Meeting (the) Pandemic: Videoconferencing Fatigue and Evolving Tensions of Sociality in Enterprise Video Meetings During COVID-19

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