Pilar Ripoll

CONFLICT MANAGEMENT IN GROUPS THAT WORK IN TWO DIFFERENT COMMUNICATION CONTEXTS Face-To-Face and Computer-Mediated Communication

The aim of this study is to test the differences in quality and frequency of conflict management behavior as a function of the interaction between task and communication medium, and practice time in continuing groups that work over two different media: computer mediated communication (CMC) and face to face communication (FTF). Conflict management behavior is studied through observed behavior and categorized by experts. Two conflict management behavior categories are differentiated: positive and negative conflict management behavior. A laboratory experiment was carried out comparing 12 groups of 4 members each, working over two communication media (6 groups FTF and 6 groups over CMC). Groups performed three types of tasks (idea-generation tasks, intellective tasks, and mixed-motive tasks) during weekly sessions over a 2-month period. Results obtained for the idea-generation task show that negative conflict management is significantly higher in CMC than in FTF. For the groups working on intellective tasks, positive conflict management is significantly higher in FTF than in CMC. Conversely, negative conflict management is significantly higher in CMC than in FTF. No significant differences appear in positive or in negative conflict management on the mixed-motive task. The effect of time on conflict management behaviors in both communication media, and for intellective tasks, does not follow the hypothesized direction. In fact, in CMC, positive conflict management decreases over time, and there are no significant differences in FTF. Implications of these results for future research and practice are discussed.

Relationship, task and process conflicts on team performance

Purpose – The purpose of this paper is to examine which communication contexts – virtual or traditional interactions – is more disruptive or beneficial to the effects of intragroup conflicts on team performance.Design/methodology/approach – A laboratory experiment was conducted comparing 22 face‐to‐face (FTF) teams, 22 videoconference (VC) teams and 22 computer‐mediated communication (CMC) teams over a month.Findings – Results showed that VC teams are the highest performing teams and CMC teams the lowest. However, when task conflict increases VC team performance diminishes at the first stage of the teamwork. FTF team performance is also improved by task conflict, but also by process conflict. After a period where team members develop teamwork experience, relationship conflict and process conflict damage more seriously team performance in CMC teams than in FTF teams. In conclusion, traditional teams and virtual teams behave in different ways, but also there are differences between VC and CMC teams.Research...

The roles of group potency and information and communication technologies in the relationship between task conflict and team effectiveness: A longitudinal study

The effects of task conflict on group effectiveness are far from conclusive. In order to further clarify this relationship, a contingency approach has been suggested. In this context, the present study examines the roles of group potency and information and communication technologies (ICTs) in the relationship between task conflict and team effectiveness. The study involved 44 groups of 4 members each, working in two communication media. Twenty-two groups worked in a face-to-face condition, and the other 22 groups worked in a computer-mediated communication condition. The groups developed a project during four weekly sessions over a one-month period. The results showed that group potency moderated the relationship between task conflict and group effectiveness. However, the communication medium did not play a moderator role in these relationships.

How do different types of intragroup conflict affect group potency in virtual compared with face-to-face teams? A longitudinal study

The number of organizations using teamwork is increasing. In this context, group potency has emerged as a key construct in group research. Moreover, in the last decades, information and communication technologies (ICT) have allowed organizations to form virtual teams. Consequently, a considerable amount of research has analysed the functioning of virtual teams. We focus on intragroup conflict as a relevant antecedent of potency in computer-mediated communication groups. Specifically, the aim of this research is to examine the role of ICT in the relationship between intragroup conflict and group potency in a longitudinal study. A laboratory experiment was carried out comparing 44 groups working in two communication media (face-to-face and computer-mediated communication). The groups developed a project over a one-month period. The results show that communication media play a moderator role between intragroup conflict (relationship and task conflict) and group potency. Implications of these results are discussed.

The moderator role of followers' personality traits in the relations between leadership styles, two types of task performance and work result satisfaction

Authentic leadership is changing our understanding of what makes good leadership. However, few studies have explored how followers’ individual differences and the nature of the task they perform affect its relation to followers’ work outcomes. We examine the moderator role of two core task types (intellective vs. generative) and two personality traits (conscientiousness and emotional stability) in the relationship between two leadership feedback styles (authentic vs. transactional) and task performance or work result satisfaction in a two-wave experiment. The sample consisted of 228 participants enrolled in an organizational psychology course, 34% of whom had work experience. Our results show that over time the effect of an authentic feedback style on task performance became stronger for those participants who previously scored very low on intellective tasks or very high on generative tasks. Furthermore, a significant three-way interaction between these two traits and our leadership feedback styles indicates that the effect of authentic feedback conforms different patterns depending on the followers’ personality traits and the type of task they perform. Moreover, authentic feedback had a stronger effect on participants’ work result satisfaction. Participants with low levels of either conscientiousness or emotional stability displayed higher levels of satisfaction in the authentic feedback condition.

The Role of Information and Communication Technologies in the Relationship Between Group Effectiveness and Group Potency A Longitudinal Study

The aim of this research is to examine the role of information and communication technologies in the relationship between group effectiveness and group potency changes. A laboratory experiment compared 44 groups of four members, working in two communication media—face-to-face condition and computer-mediated communication (CMC). Groups developed a project during 4 weekly meetings during a 1-month period. No significant difference in group potency between communication media was found initially. However, different patterns of group potency development over time were identified. Group potency increased in the face-to-face condition, whereas it remained stable in the CMC condition. Results showed that group effectiveness has a positive effect on group potency. CMC groups that were higher in effectiveness presented higher levels of group potency than those lower in effectiveness, whereas group potency perceived by face-to-face groups remained stable over different levels of group effectiveness.

Employability and Personal Initiative as Antecedents of Job Satisfaction

In a changing and flexible labour market it is important to clarify the role of environmental and personal variables that contribute to obtaining adequate levels of job satisfaction. The aim of the present study is to analyze the direct effects of employability and personal initiative on intrinsic, extrinsic and social job satisfaction, clarifying their cumulative and interactive effects. The study has been carried out in a sample of 1319 young Spanish workers. Hypotheses were tested by means of the moderated hierarchical regression analysis. Results show that employability and personal initiative predict in a cumulative way the intrinsic, extrinsic and social job satisfaction. Moreover, the interaction between employability and personal initiative increases the prediction of these two variables on intrinsic and extrinsic job satisfaction. Results also indicate that higher values of employability when initiative is also high are associated to higher levels of intrinsic and extrinsic satisfaction. These results have implications for theory and practice in a context of new employment relations.

Research Report: Loafing in the digital age: The role of computer mediated communication in the relation between perceived loafing and group affective outcomes

Virtual work has become an increasingly central practice for the organization of the 21st century. While effective virtual workgroups can create synergies that boost innovation and performance, ineffective workgroups become a great burden for organizations. Empirical research has shown that some negative behaviors, such as social loafing, negatively influence a groups affective outcomes, in both collocated (face-to-face) and virtual workgroups. In this study, we explore if working through low fidelity computer mediated communication (CMC) increases the negative impact of perceived loafing over cohesion and work satisfaction. On this rationale, we conducted a laboratory study with 44 groups of four members each, who worked on a project in four sessions over a one-month period, in either face-to-face or low fidelity CMC conditions. Results show that the communication media condition moderates the effect of perceived loafing in the expected direction, meaning that, in the low fidelity CMC condition perceived loafing had an increased negative effect on group cohesion and satisfaction with the work process and its results.

The Effects of Emotional Competences Training among Unemployed Adults: A Longitudinal Study

BACKGROUND The present study aimed at analyzing whether training in emotional competences (EC) would increase the level of perceived EC among unemployed adults, whether the unemployment duration would moderate the effects of the training and whether the changes in EC would predict changes in the levels of perceived stress, somatic complaints, mental health, and mood states. METHODS Seventy-five participants were randomly allocated to an EC training program, or a control group. Following a controlled experimental design, the participants completed all the measures prior to the intervention (T1), one month later (T2) and six months after the first data collection (T3). RESULTS The results showed that change in EC after the training depended on the duration of unemployment. The difference between the experimental and control groups in EC after the training was significant when the participants had been unemployed for less time. In addition, the results indicated that changes in EC were found to be significant predictors of changes in perceived stress, mental health, somatic complaints, and vigor and confusion (mood dimensions) six months after the intervention. CONCLUSION The data suggest that unemployment duration plays a crucial role in determining the range and intensity of intervention effects.

How Efficient Are Emotional Intelligence Trainings: A Meta-Analysis:

This multilevel meta-analysis examines whether emotional intelligence (EI) can be enhanced through training and identifies training effects’ determinants. We identified 24 studies containing 28 samples aiming at increasing individual-level EI among healthy adults. The results revealed a significant moderate standardized mean change between pre- and post-measurement for the main effect of EI training, and a stable pre- to follow-up effect. Additionally, the type of EI model, dimensions of the four branch model, length, and type of publication turned out to be significant moderators. The results suggest that EI trainings should be considered effective interventions.