Intra-Group Conflict and Teamwork Quality: The Moderating Role of Leadership Styles

The study examines the extent to which task and relations oriented leadership moderate the impact of task and relationship conflict on teamwork quality. In a sample of 37 teams, the study shows that relationship oriented leadership is beneficial for dealing with relationship conflict, but it does not have the expected positive interaction effect with task conflict. The main practical implication of the results is that in order to mitigate the negative effects of intra-group conflict on teamwork quality the leadership style should fit the type of disagreement (task versus relational) predominantly experienced by the teams

Bridging Social Circles: Need for Cognition, Prejudicial Judgments, and Personal Social Network Characteristics

Various factors pertaining to the social context (availability of plausible social contacts) as well as personality traits influence the emergence of social ties that ultimately compose one’s personal social network. We build on a situational selection model to argue that personality traits influence the cognitive processing of social cues that in turn influences the preference for particular social ties. More specifically, we use a cross-lagged design to test a mediation model explaining the effects of need for cognition (NFC) on egocentric network characteristics. We used the data available in the LISS panel, in which a probabilistic sample of Dutch participants were asked to fill in surveys annually. We tested our model on data collected in three successive years and our results show that people scoring high in NFC tend to revolve in information-rich egocentric networks, characterized by high demographic diversity, high interpersonal dissimilarity, and high average education. The results also show that the effect of NFC on social network characteristics is mediated by non-prejudicial judgments

Intra-Group Conflict and Teamwork Quality: The Moderating Role of Leadership Styles

The study examines the extent to which task and relations oriented leadership moderate the impact of task and relationship conflict on teamwork quality. In a sample of 37 teams, the study shows that relationship oriented leadership is beneficial for dealing with relationship conflict, but it does not have the expected positive interaction effect with task conflict. The main practical implication of the results is that in order to mitigate the negative effects of intra-group conflict on teamwork quality the leadership style should fit the type of disagreement (task versus relational) predominantly experienced by the teams.intra-group conflict; relations and task oriented leadership; group processes

Socially rejected while cognitively successful? The impact of minority dissent on groups’ cognitive complexity

The impact of minority dissent on group-level outcomes is explained in the current literature by two opposing mechanisms: first, through cognitive gains due to a profound change induced by minority members in the individual cognitions of the majority members, and second, through socio-affective process losses due to social rejection and relationship conflict. Groups are most effective in information processing if they succeed in solving this opposition and reduce the negative impact of process losses. The present study addresses this opposition using an experimental design in which we crossed minority dissent (presence vs. absence of minority dissent) with change in membership (groups with vs. groups without change in membership) to determine which condition leads to the highest group cognitive complexity. Our results show that groups with a history of dissent and where the deviant left the group have the highest cognitive complexity, followed by groups that experienced dissent and where no change in group membership took place. The groups without a history of dissent have the lowest cognitive complexity