Michaéla C. Schippers

Network Churn: The Effects of Self-Monitoring Personality on Brokerage Dynamics

The apparent stability of social network structures may mask considerable change and adjustment in the ties that make up the structures. In this study, we theorize and test—using longitudinal data on friendship relations from a radiology department located in the Netherlands—the idea that the characteristics of this “network churn” and the resultant brokerage dynamics are traceable to individual differences in self-monitoring personality. High self-monitors were more likely than low self-monitors to attract new friends and to occupy new bridging positions over time. In comparison to low self-monitors, the new friends that high self-monitors attracted tended to be relative strangers, in the sense that they were unconnected with previous friends, came from different functions, and more efficiently increased the number of structural holes in the resultant network. Our study suggests that dispositional forces help shape the dynamic structuring of networks: individuals help (re)create the social network structures they inhabit.

The role of transformational leadership in enhancing team reflexivity

Team reflexivity, or the extent to which teams reflect upon and modify their functioning, has been identified as a key factor in the effectiveness of work teams. As yet, however, little is known about the factors that play a role in enhancing team reflexivity, and it is thus important to develop theorizing around the determinants of reflexivity. From an applied perspective, leadership is a very relevant factor. The current study is a first step in the development of such a model, and addresses this important gap in our understanding of team reflexivity by focusing on the role of leader behavior. We examined the extent to which transformational leadership influences team reflexivity, and in turn, team performance, in a field study conducted among 32 intact work teams from nine organizations. Team members rated reflexivity and leadership, while external managers rated team performance. We hypothesized and tested a mediational model proposing that transformational leadership is related to the adoption of a shared vision by the team. This in turn relates to team reflexivity, which leads to higher team performance. Results support this model.

Team Reflexivity and Innovation: The Moderating Role of Team Context

Team reflexivity, the extent to which teams collectively reflect upon and adapt their working methods and functioning, has been shown to be an important predictor of team outcomes, notably innovation. As described in the current article, the authors developed and tested a team-level contingency model of team reflexivity, work demands, and innovation. They argue that highly reflexive teams will be more innovative than teams low in reflexivity when facing a demanding work environment. A field study of 98 primary health care teams in the United Kingdom corroborated their predictions: Team reflexivity was positively related to team innovation, and team reflexivity and work demands interacted such that high levels of both predicted higher levels of team innovation. Furthermore, an interaction between team reflexivity, quality of physical work environment (PWE), and team innovation showed that poor PWE coupled with high team reflexivity was associated with higher levels of team innovation. These results are discussed in the context of the need for team reflexivity and team innovation among teams at work facing high levels of work demands.

Team Reflexivity as an Antidote to Team Information-Processing Failures

This article proposes that team reflexivity—a deliberate process of discussing team goals, processes, or outcomes—can function as an antidote to team-level biases and errors in decision making. We build on prior work conceptualizing teams as information-processing systems and highlight reflexivity as a critical information-processing activity. Prior research has identified consequential information-processing failures that occur in small groups, such as the failure to discuss privately held relevant information, biased processing of information, and failure to update conclusions when situations change. We propose that team reflexivity reduces the occurrence of information-processing failures by ensuring that teams discuss and assess the implications of team information for team goals, processes, and outcomes. In this article, we present a model of team information-processing failures and remedies involving team reflexivity, and we discuss the conditions under which team reflexivity is and is not likely to facilitate performance.

Superstition as a psychological placebo in top sport

The current research addresses the psychological benefits of superstitious rituals in top sport, examining the circumstances under which top-class sportsmen are especially committed to enacting rituals prior to a game (ritual commitment). Consistent with hypotheses, findings revealed that ritual commitment is greater when (a) uncertainty is high rather than low, and (b) the importance of the game is high rather than low. Complementary analyses revealed that the state of psychological tension mediated both the effect of importance and uncertainty on ritual commitment. Moreover, players with an external locus of control exhibited greater levels of ritual commitment than players with an internal locus of control. The results are discussed in terms of the tension-regulation function of superstitious rituals in top sport.

Co-Worker Exclusion and Employee Outcomes: An Investigation of the Moderating Roles of Perceived Organizational and Social Support

When does social support alleviate or exacerbate the effects of being excluded by colleagues in the workplace? This study integrates belongingness and social support theories to predict and demonstrate the differential effects of work-related support (i.e., perceived organizational support; POS) and non-work-related support (i.e., family and social support; FSS) on employee reactions to co-worker exclusion. Consistent with our predictions, we found that employees reporting high levels of co-worker exclusion and high levels of perceived organizational support demonstrate higher levels of performance and increased levels of self-worth than those reporting low levels of POS. Alternatively, support from family or friends intensified the negative relationship between co-worker exclusion and self-esteem and the positive relationship between co-worker exclusion and job-induced tension. Unexpectedly, FSS did not influence the supervisor-rated task performance of excluded workers, nor did POS mitigate the relationship between co-worker exclusion and job-induced tension. Implications for theory, research, and practice are discussed.

Energy Management of People in Organizations: A Review and Research Agenda

Although energy is a concept that is implied in many motivational theories, is hardly ever explicitly mentioned or researched. The current article first relates theories and research findings that were thus far not explicitly related to energy. We describe theories such as flow, subjective well-being, engagement and burn-out, and make the link with energy more explicit. Also, we make a first link between personality characteristics and energy, and describe the role of leadership in unleashing followers’ energy. Following, we identify how the topic of energy management can be profitably incorporated in research from a scientific as well as a practitioner viewpoint. Finally, we describe several interventions to enhance energy in individuals and organizations.

Reflexivity in teams: A review and new perspectives

ABSTRACT Team reflexivity posits that the extent to which teams reflect upon and adapt their functioning is positively related to team performance. While remarkable progress has been made to provide evidence of this relationship, the underlying framework is missing elements of current theoretical streams for analyzing and describing teamwork, leaving the diversity of effects of team reflexivity often untouched. In this article, we present an update for this framework, by reviewing previous research on reflexivity, addressing gaps in the literature, and revising the original model by integrating feedback and dynamic team effectiveness frameworks for describing temporal developments of reflexivity. We furthermore propose a new dimensional structure for reflexivity, relying on prior work conceptualizing teams as information-processing systems that learn and advance through social-cognitive elements. Our model is therefore not only suitable for explaining the diverse set of relationships between team reflexivity on outcomes, but also provides valuable directions for viewing reflexivity as process that takes place during both transition and action phases of teamwork. We conclude with implications for managers, identify limitations, and propose an agenda for further research into this area. This article contributes an extended perspective relevant for further theory development and for effectively managing reflexivity in teams.

Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states

The effectiveness of decision-making teams depends largely on the quality of information processing. Prior research has shown that guided team reflexivity and team feedback are important means of advancing team information processing and outcomes. However, the nature of the relationships, and how these relate to team regulatory processes, cognitive emergent states, and ultimately team performance, is currently poorly understood. Drawing on reflexivity and team information-processing theory, we proposed and found that teams that received guided team reflexivity or a combination of both guided reflexivity and feedback showed higher levels of actual reflection than teams that received neither a reflexivity intervention nor feedback. Conditional process analysis showed that the effects of team reflection on team performance improvement were mediated by a path from shared team mental models to shared task mental models and to adaptation. Finally, we also expected that team reflection would be lower in virtual teams than in face-to-face teams. These hypotheses were tested experimentally among 98 student teams that communicated either face-to-face or virtual (via chat) while completing a collective decision-making task. The information distribution among team members constituted a hidden profile. The results supported all our hypotheses, except for the one relating to virtuality.

Opening the black box: Why and when workplace exclusion affects social reconnection behaviour, health, and attitudes

By integrating belongingness theory and the sensitivity about being the target of a threatening upward comparison (STTUC) theory, we explicate a process through which co-worker exclusion is positively related to social reconnection behaviour in the workplace. Specifically, we argued and found that exclusion prompts ingratiatory and citizenship behaviours via the perception of being envied by colleagues. Despite these positive outcomes, we also found the mediated relationship of exclusion and perceptions of being envied to be damaging to workers’ psychological health and work-related attitudes, and that these relationships were the strongest among employees with high positive affect (PA). We tested our model across two distinct samples that included full-time Dutch (Study 1) and American (Study 2) employees. Implications for theory and practice are discussed.