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Junça-Silva A, Caetano A. How followers' neuroticism buffers the role of the leader in their daily mental health via daily positive affect: A multilevel approach. PERSONALITY AND INDIVIDUAL DIFFERENCES 2023. [DOI: 10.1016/j.paid.2023.112190] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 04/03/2023]
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Allen JA, Lehmann-Willenbrock N. The key features of workplace meetings: Conceptualizing the why, how, and what of meetings at work. ORGANIZATIONAL PSYCHOLOGY REVIEW 2022. [DOI: 10.1177/20413866221129231] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Given the focal role that group and team meetings play in shaping employees’ work lives (and schedules), the scarcity of conceptual and empirical attention to the topic in extant organizational psychology research is a major oversight that stalls scientific understanding of organizational behavior more broadly. With the explosion of meetings in recent years, in part due to the COVID-19 pandemic, some even wonder why organizational psychology has not already figured out meetings from both a science and practice perspective. The purpose of this paper is to synthesize the extant literature on the science of workplace meetings and sort the works by identifying the key features of the meeting phenomenon. The five key features of workplace meetings identified include Leading, Interacting, Managing Time, Engaging, and Relating. We couch these features within a larger framework of how meetings are the intersection of collaboration in organizations and indispensable to organizational success. Against this conceptual backdrop, we reviewed a total of 253 publications, noting opportunities for future research and discussing practical implications. Plain Language Summary Given the focal role that group and team meetings play in shaping employees’ work lives (and schedules), the scarcity of conceptual and empirical attention in extant organizational psychology research is a major oversight that stalls scientific understanding of organizational behavior more broadly. With the explosion of meetings that has occurred in recent years, in part due to the COVID-19 pandemic, some even wonder why organizational psychology has not already figured out meetings from both a science and practice perspective. The purpose of this paper is to review the literature on the science of workplace meetings by identifying the core features of the phenomenon and sorting the extant literature along these features. The five core features identified include leading, interacting, managing time, engaging, relating. We couch these features within a larger framework of how meetings are the intersection of collaboration in organizations and a major key to organizational success. Against this conceptual backdrop, we reviewed a total of 253 publications, noting opportunities for future research and discussing practical implications. We conclude our review with an overview of the special issue on workplace meetings, which is an overt attempt to launch research that will fill the theoretical and conceptual gap in the science of meetings.
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Leuzinger J, Brannon S. Making Meetings More Meaningful: An Exploration of Meeting Science in Libraries. JOURNAL OF LIBRARY ADMINISTRATION 2021. [DOI: 10.1080/01930826.2021.1924533] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Julie Leuzinger
- Head of Library Learning Services, University Libraries, University of North Texas, Denton, TX, USA
| | - Sian Brannon
- Associate Dean for Collection Management, University Libraries, University of North Texas, Denton, TX, USA
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Kim M, Park MJ. Effect of good meeting practices and interactional justice on online workplace informal learning in Korea. INFORMATION DEVELOPMENT 2021. [DOI: 10.1177/02666669211007189] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
The purpose of this study is to investigate the contextual factors that facilitate informal workplace learning during the meeting process or after the meeting in the online context. This research utilized structural equation modeling technique and the target sample of this study was fulltime workers employed at various levels within a wide range of organizations. The results show that good meeting practice has a positive impact on external scanning among the three types of informal learning. Specifically, good meeting practice is not significantly related to learning with others and self-experimentation but is positively associated with external scanning. Interactional justice, which is comprised of interactional and informational justice, has a significant effect on learning with others and the self-experimentation learning type Neither interactional nor informational justice is significantly related to external scanning. Furthermore, the moderating effects of the relationship among good meeting practices, interactional justice and informal learning are based on demographic profiles, especially gender. The findings are distinctively different in terms of several hypotheses depending on gender.
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Affiliation(s)
- Minjung Kim
- Seoul School of Integrated Sciences and Technologies (aSSIST)
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Eichenseer V, Schulte EM, Spurk D, Kauffeld S. Brokers Compensate for Leader–Member Exchange Differentiation. JOURNAL OF PERSONNEL PSYCHOLOGY 2021. [DOI: 10.1027/1866-5888/a000265] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/08/2023]
Abstract
Abstract. Due to the relevance of innovations for organizational success, we investigated the impact of (relative) leader–member exchange (LMX) on individual- and team-level perceptions of the climate for innovation (PCI) as well as whether the presence of an individual with a high LMX relationship who plays a mediating role for individuals with lower LMX relationships during team meetings (i.e., a broker) moderates the effects of LMX differentiation. We conducted multilevel analyses of self-assessment and video data from 286 employees in 45 innovation teams. The results confirm the positive effect of (relative) LMX (RLMX) on PCI. The negative effect of LMX differentiation on PCI is not present in teams with a broker. Finally, individuals with high RLMX play a more central role in meetings than those with low RLMX.
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Affiliation(s)
- Vivien Eichenseer
- Department of Industrial/Organizational, and Social Psychology, TU Braunschweig, Germany
| | - Eva-Maria Schulte
- Department of Industrial/Organizational, and Social Psychology, TU Braunschweig, Germany
| | - Daniel Spurk
- Institute for Psychology, University of Bern, Switzerland
| | - Simone Kauffeld
- Department of Industrial/Organizational, and Social Psychology, TU Braunschweig, Germany
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Estel V, Schulte EM, Spurk D, Kauffeld S. LMX differentiation is good for some and bad for others: A multilevel analysis of effects of LMX differentiation in innovation teams. COGENT PSYCHOLOGY 2019. [DOI: 10.1080/23311908.2019.1614306] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/26/2022] Open
Affiliation(s)
- Vivien Estel
- Department of Industrial/Organization and Social Psychology Technische Universität Braunschweig, Braunschweig, Germany
| | - Eva-Maria Schulte
- Department of Industrial/Organization and Social Psychology Technische Universität Braunschweig, Braunschweig, Germany
| | - Daniel Spurk
- Institute for Psychology, University of Bern, Bern, Switzerland
| | - Simone Kauffeld
- Department of Industrial/Organization and Social Psychology Technische Universität Braunschweig, Braunschweig, Germany
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Mroz JE, Allen JA. An experimental investigation of the interpersonal ramifications of lateness to workplace meetings. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2017. [DOI: 10.1111/joop.12183] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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Lehmann-Willenbrock N, Allen JA, Belyeu D. Our love/hate relationship with meetings. MANAGEMENT RESEARCH REVIEW 2016. [DOI: 10.1108/mrr-08-2015-0195] [Citation(s) in RCA: 25] [Impact Index Per Article: 3.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Employees at all organizational levels spend large portions of their work lives in meetings, many of which are not effective. Previous process-analytical research has identified counterproductive communication patterns to help explain why many meetings go wrong. This study aims to illustrate the ways in which counterproductive – and productive – meeting behaviors are related to individual work engagement and emotional exhaustion.
Design/methodology/approach
The authors built a new research-based survey tool for measuring counterproductive meeting behaviors. An online sample of working adults (N = 440) was recruited to test the factor structure of this new survey and to examine the relationships between both good and bad meeting behaviors and employee attitudes beyond the meeting context.
Findings
Using structural equation modeling, this study found that counterproductive meeting behaviors were linked to decreased employee engagement and increased emotional exhaustion, whereas good meeting behaviors were linked to increased engagement and decreased emotional exhaustion. These relationships were mediated via individual meeting satisfaction and perceived meeting effectiveness.
Research limitations/implications
The study findings provide a nuanced view of meeting outcomes by showing that the behaviors that people observe in their meetings connect not only to meeting satisfaction and effectiveness but also to important workplace attitudes (i.e. employee engagement and emotional exhaustion). In other words, managers and meeting leaders need to be mindful of behavior in meetings, seek ways to mitigate poor behavior and seek opportunities to reward and encourage citizenship behavior.
Originality/value
This study shows how good and bad meeting behaviors relate to employee perceptions of meeting effectiveness and individual job attitudes. The authors develop a science-based, practitioner-friendly new survey tool for observing counterproductive meeting behavior and offer a juxtaposition of good and bad meeting behaviors in a single model.
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Development and validation of the Zurich Meeting Questionnaire (ZMQ). EUROPEAN REVIEW OF APPLIED PSYCHOLOGY 2016. [DOI: 10.1016/j.erap.2016.06.003] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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Odermatt I, König CJ, Kleinmann M, Nussbaumer R, Rosenbaum A, Olien JL, Rogelberg SG. On Leading Meetings. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2016. [DOI: 10.1177/1548051816655992] [Citation(s) in RCA: 13] [Impact Index Per Article: 1.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Leading meetings represent a typically and frequently performed leadership task. This study investigated the relationship between the leadership style of supervisors and employees’ perception of meeting outcomes. Results showed that participants reported greater meeting satisfaction when their meeting leader was assessed as a considerate supervisor, with the relationship between considerate leadership style and meeting satisfaction being mediated by both relational- and task-oriented meeting procedures. The results, however, provide no support for initiating structure being associated with meeting effectiveness measures. More generally, the findings imply that leadership behavior is a crucial factor in explaining important meeting outcomes.
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Lehmann-Willenbrock N, Meinecke AL, Rowold J, Kauffeld S. How transformational leadership works during team interactions: A behavioral process analysis. LEADERSHIP QUARTERLY 2015. [DOI: 10.1016/j.leaqua.2015.07.003] [Citation(s) in RCA: 60] [Impact Index Per Article: 6.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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Shanock LR, Allen JA, Dunn AM, Baran BE, Scott CW, Rogelberg SG. Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2013. [DOI: 10.1111/joop.12037] [Citation(s) in RCA: 28] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Linda R. Shanock
- Psychology Department; University of North Carolina at Charlotte; USA
| | - Joseph A. Allen
- Psychology Department; Creighton University; Omaha Nebraska USA
| | - Alexandra M. Dunn
- Organizational Science; University of North Carolina at Charlotte; USA
| | - Benjamin E. Baran
- Management Department; Northern Kentucky University; Highland Heights Kentucky USA
| | - Cliff W. Scott
- Organizational Science; University of North Carolina at Charlotte; USA
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Abstract
Employee engagement is a positive, fulfilling, work-related state of mind characterized by vigor, dedication, and absorption. Using Kahn’s theory of engagement, we look at an organizational context where employee engagement may be promoted—the workgroup meeting. Two time-separated Internet-based surveys were used to query a sample of working adults ( N = 319). The findings provide support that the psychological conditions for engagement mediate the relationship between manager usage/facilitation of meetings and overall employee engagement. Specifically, as managers make their workgroup meetings relevant, allow for employee voice in their meetings where possible, and manage the meeting from a time perspective, employees appear poised to fully engage themselves in their work in general. The results suggest that managers can use a common workplace activity, workgroup meetings, to engage their employees when they use/facilitate meetings in an effective manner.
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