Workgroup emotional exchanges and team performance in China

Abstract

The research conceptualizes workgroup emotional climate (WEC) and workgroup emotional labor as contrasting types of emotional exchange within teams, with the former defined as team-member directed emotional exchanges and the latter as the outward directed emotional exchanges required to enact one's role. Data were obtained from a sample of 840 workgroup members from 148 workgroups in China. Results showed that positive WEC is a source of group efficacy with positive consequences for workgroup performance. The findings also lend support to the idea that people have limited emotional resources and thus, while a positive WEC improves group performance, this relationship is weakened as workgroup emotional labor increases. The study identifies two types of emotional exchanges characterizing a workgroup and enriches understanding of team emotional dynamics. Team leaders need to recognize the value of WEC and the workgroup emotional labor requirements and try to induce more positive WEC to facilitate team performance.

Task Characteristics, Task Process, Task Structure and their Relationship with Work and Personal Burnout

“…Hyman, Baldry, Scholarios & Bunzel, 2003; Innstrand, Langballe, Espnes, Falkum & Aasland, 2008). Results reveals, the importance of group members’ shared and collective belief in carrying out the task, thus, reinforce the outcomes of the studies of Schaubroeck et al (2007) and Liu and Hartel (2013).…”

“…Recent researches on group potency and collective efficacy have concentrated on the outcomes such as team effectiveness, team performance (Schaubroeck, Lam & Cha, 2007), goal commitment and turnover intention (Gil, Rico & Sánchez-Manzanares, 2008; Whiteoak, 2007) or studies have considered relation of self efficacy with burnout (e.g., Federici & Skaalvik, 2012). Impact on either work burnout or personal burnout have been a subject of very little research in recent years; however, a related study of Liu and Hartel (2013) can be cited, which states that organizations can improve workgroup performance by increasing levels of group efficacy as it reduces work-related frustration and anxiety which are the causes of personal and work burnout. This proposed relationship between task structure and work and personal burnout constitutes a part of the present study and the subject of hypotheses: 5 The task structure will have significant effect on work burnout.…”

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

“…On attaining high work‐unit performance, emotionally intelligent service employees may become as important as emotionally intelligent service managers. A study by Troth, Jordan, Lawrence, and Tse (, p. 700) shows how “team‐level emotional skills” predicts team task performance scores (see, also, Liu & Hartel, ). Such outcomes are in line with research on emotionally intelligent sales professionals (Kidwell et al, ).…”

Modeling Team Performance

“…As another example, Sung and Choi (2012) has examined team creativity measured by team leaders in their study. Similarly, in the study by X. Y. Liu & Härtel (2013), group performance, group efficacy, and workgroup emotional labor were all measured by team leaders.…”

“…Y. Liu & Härtel (2013), group performance, group efficacy, and workgroup emotional labor were all measured by team leaders. With regard to team performance (i.e., team-level performance), it has been commonly measured by team leaders across many previous studies (Kirkman, Tesluk, & Rosen, 2001; X. Y. Liu & Härtel, 2013; Pearce, Gallagher, & Ensley, 2002; Sui, Wang, Kirkman, & Li, 2015; Webber & Donahue, 2001; Yang & Zhang, 2014).…”