What Does it Take to Break the Silence in Teams:Authentic Leadership and/or Proactive Followership?

Leadership may help break the silence in teams, but this may not be equally true for all employees. Using behavioral plasticity theory, we propose that authentic leadership—a set of leadership behaviors through which leaders enact their true selves—reduces silence and motivates speaking up in employees low on proactive personality, but hardly affects employees who are proactive by nature, because proactive employees are less susceptible to social influences. Using data from 223 employees (nested in 45 work teams), we indeed find authentic leadership to reduce silence in employees with less proactive personalities, but not in more proactive employees. We discuss theoretical and practical implications for silence and authentic leadership.<br/

Exploring the associations of culture with careers and the mediating role of HR practices:A conceptual model

Purpose: The conceptual framework developed in the present study aims to highlight the importance of human resource (HR) practices as a mediator between national culture and employees' careers. Design/methodology/approach: The approach taken is a literature review and the development of a conceptual model. Findings: The paper contributes to the literature by focusing on how culture via HR practices might influence career success. Drawing on Hofstede's cultural dimensions, five propositions are developed regarding the impact of culture on career‐relevant HR practices, and how these practices are likely to influence employee career success. Research limitations/implications: Culture's effect should not be overstated. Looking at the propositions, it is possible that the influence of HR practices on career success is more pronounced than the direct effects of culture on career success. Future work is needed to measure and compare the relative strength of different associations as well as the possibility that other HR dimensions relevant to the study of career success may exist. Originality/value: At a general level, there is ample evidence of the impact of culture on the effectiveness of a variety of individual outcomes. The paper focused on the mediating role of HR practices as opposed to advancing hypotheses about direct relationships between culture and career success

When Task Conflict Becomes Personal: The Impact of Perceived Team Performance

Although potentially beneficial, task conflict may threaten teams because it often leads to relationship conflict. Prior research has identified a set of interpersonal factors (e.g., team communication, team trust) that help attenuate this association. The purpose of this article is to provide an alternative perspective that focuses on the moderating role of performance-related factors (i.e., perceived team performance). Using social identity theory, we build a model that predicts how task conflict associates with growth in relationship conflict and how perceived team performance influences this association. We test a three-wave longitudinal model by means of random coefficient growth modeling, using data from 60 ongoing teams working in a health care organization. Results provide partial support for our hypotheses. Only when perceived team performance is low, do task conflicts relate with growth in relationship conflict. We conclude that perceived team performance seems to enable teams to uncouple task from relationship conflict