By Elizabeth Mannix, Margaret A. Neale, Cameron Anderson
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Extra resources for Affect and Groups (Research on Managing Groups and Teams)
Procedural justice: A psychological analysis. Hillsdale, NJ: Lawrence Erlbaum. Thomas, K. W. (1992). Conﬂict and negotiation processes in organizations. In: M. D. Dunnette & L. Hough (Eds), Handbook of industrial and organizational psychology (pp. 889–935). Palo Alto, CA: Consulting Psychologists Press. Thomas, K. , & Pondy, L. R. (1977). Toward an ‘‘intent’’ model of conﬂict management among principal parties. Human Relations, 30, 1089–1102. Trope, Y. (1986). Identiﬁcation and inferential processes in dispositional attribution.
Findings and Discussion Our ﬁndings revealed that process conﬂict during the simulation was, as expected, positively related to negative affect, and negative affect was negatively related to group performance (in terms of both efﬁciency on the simulation and video ratings of group performance). Process conﬂict was found to negatively impact both performance measures, and this effect was fully mediated by negative affect. These ﬁndings show that negative affect does play an important and central role in the relationship between process conﬂict and performance.
American Psychologist, 37, 1019–1024. Lazarus, R. S. (1991). Emotion and adaptation. New York: Oxford University Press. , & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87(1), 131–142. , & Hambrick, D. C. (2005). Factional groups: A new vantage on demographic faultlines, conﬂict, and disintegration in work teams. Academy of Management Journal, 48, 794–813. Process Conflict and Negative Affect 41 Lind, E.
Affect and Groups (Research on Managing Groups and Teams) by Elizabeth Mannix, Margaret A. Neale, Cameron Anderson