Top

Journal of Business and Psychology

Published in:

13-03-2017 | Original Paper

Incivility in Meetings: Predictors and Outcomes

Authors: Isabelle Odermatt, Cornelius J. König, Martin Kleinmann, Maria Bachmann, Heiko Röder, Patricia Schmitz

Published in: Journal of Business and Psychology | Issue 2/2018

Activate our intelligent search to find suitable subject content or patents.

search-config

AI-assisted search

Off

Abstract

Purpose

The purpose of this study is to provide a deeper understanding of uncivil meeting behaviors (UMBs) by exploring their frequency, potential predictors, and perceived impact on meeting outcomes. Five forms of UMBs were identified and examined. Key situational variables (meeting characteristics) and individual differences (Big Five factors and the Dark Triad of personality) were explored as potential predictors of UMBs.

Methodology

We collected data from two independent samples of meeting participants (N _s = 345, 170) via two online surveys. We used confirmatory factor analysis, correlations, hierarchical multiple regressions, and relative weight analyses to analyze the data.

Findings

The findings demonstrated that attendees’ perceptions of UMBs were linked to lower ratings of meeting satisfaction and effectiveness. In particular, the ratings were most affected by the observation of attendees who did not participate actively and who showed inappropriate interpersonal behavior. Results further suggest situational variables (meeting purpose and meeting norms) and individual differences (narcissism, psychopathy, and agreeableness) as potential predictors of UMBs.

Implications

By showing the consequences of UMBs on meeting outcomes and by providing insights into potential causes of engagement in UMBs, this study offers valuable input for running and leading work meetings.

Originality/Value

No previous study has empirically examined how different forms of UMBs affect meeting outcomes. Additionally, the paper introduces situational and personality variables that may act as potential predictors of UMBs.

previous article Is There Really a Beauty Premium or an Ugliness Penalty on Earnings?

next article Opposing Affective and Cognitive Effects of Prevention Focus on Counterproductive Work Behavior

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Allen, J. A., Rogelberg, S. G., & Scott, J. C. (2008). Mind your meetings: Improve your organization’s effectiveness one meeting at a time. Quality Progress, 48–53.

Allen, J. A., Sands, S. J., Mueller, S. L., Frear, K. A., Mudd, M., & Rogelberg, S. G. (2012). Employees’ feelings about more meetings: An overt analysis and recommendations for improving meetings. Management Research Review, 35, 405–418. doi:10.1108/01409171211222331.

Allen, J. A., Beck, T., Scott, C. W., & Rogelberg, S. G. (2014). Understanding workplace meetings: A qualitative taxonomy of meeting purposes. Management Research Review, 37, 791–814. doi:10.1108/MRR-03-2013-0067.

Ames, D. R., Rose, P., & Anderson, C. P. (2006). The NPI-16 as a short measure of narcissism. Journal of Research in Personality, 40, 440–450. doi:10.1016/j.jrp.2005.03.002.CrossRef

Andersson, L. M., & Pearson, C. M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24, 452–471. doi:10.5465/AMR.1999.2202131.

Angouri, J. (2012). Managing disagreement in problem-solving meeting talk. Journal of Pragmatics, 44, 1565–1579. doi:10.1016/j.pragma.2012.06.010.CrossRef

Arbuckle, J. L. (2007). AMOS 18 user’s guide. Chicago, IL: SPSS.

Bamberger, P., & Biron, M. (2007). Group norms and excessive absenteeism: The role of peer referent others. Organizational Behavior and Human Decision Processes, 103, 179–196. doi:10.1016/j.obhdp.2007.03.003.

Baron, R. A., & Neuman, J. H. (1996). Workplace violence and workplace aggression: Evidence on their relative frequency and potential causes. Aggressive Behavior, 22, 161–173. doi:10.1002/(SICI)1098-2337(1996)22:3<161::AID-AB1>3.0.CO;2-Q.

Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44, 1–26. doi:10.1111/j.1744-6570.1991.tb00688.x.

Barrick, M. R., Mount, M. K., & Judge, T. A. (2001). Personality and performance at the beginning of the new millennium: What do we know and where do we go next? International Journal of Selection and Assessment, 9, 9–30. doi:10.1111/1468-2389.00160.

Becker, T. E. (2005). Potential problems in the statistical control of variables in organizational research: A qualitative analysis with recommendations. Organizational Research Methods, 8, 274–289. doi:10.1177/1094428105278021.

Berry, C. M., Ones, D. S., & Sackett, P. R. (2007). Interpersonal deviance, organizational deviance, and their common correlates: A review and meta-analysis. Journal of Applied Psychology, 92, 410–424. doi:10.1037/0021-9010.92.2.410.

Blau, P. M. (1964). Exchange and power in social life. New York, NY: John Wiley.

Briggs, R. O., Reinig, B. A., & de Vreede, G. J. (2006). Meeting satisfaction for technology-supported groups: An empirical validation of a goal-attainment model. Small Group Research, 37, 585–611. doi:10.1177/1046496406294320.

Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–850. doi:10.1111/j.1744-6570.1993.tb01571.x.

Carlozzi, C. L. (1999). Make your meetings count. Journal of Accountancy, 187, 53–55.

Christie, R., & Geis, F. L. (1970). Studies in Machiavellianism. New York, NY: Academic Press.

Cloetta, B. (1983). Der Fragebogen zur Erfassung von Machiavellismus und Konservatismus MK [The questionnaire for measuring Machiavellianism and conservatism MK]. Schweizerische Zeitschrift für Psychologie und ihre Anwendungen/ Revue suisse de Psychologie pure et appliquée, 42, 127–159.

Cohen, M. A., Rogelberg, S. G., Allen, J. A., & Luong, A. (2011). Meeting design characteristics and attendee perceptions of staff/team meeting quality. Group Dynamics: Theory, Research, and Practice, 15, 90–104. doi:10.1037/a0021549.CrossRef

Colbert, A. E., Mount, M. K., Harter, J. K., Witt, L. A., & Barrick, M. R. (2004). Interactive effects of personality and perceptions of the work situation on workplace deviance. Journal of Applied Psychology, 89, 599–609. doi:10.1037/0021-9010.89.4.599.CrossRefPubMed

Cortina, L. M., Magley, V. J., Williams, J. H., & Langhout, R. D. (2001). Incivility in the workplace: Incidence and impact. Journal of Occupational Health Psychology, 6, 64–80. doi:10.1037/1076-8998.6.1.64.

DeLongis, A., Coyne, J. C., Dakof, G., Folkman, S., & Lazarus, R. S. (1982). Relationship of daily hassles, uplifts, and major life events of health status. Health Psychology, 1, 119–136. doi:10.1037/0278-6133.1.2.119.CrossRef

Di Salvo, V. S., Nikkel, E., & Monroe, C. (1989). Theory and practice: A field investigation and identification of group members’ perceptions of problems facing natural work groups. Small Group Behavior, 20, 551–567. doi:10.1177/104649648902000411.

Diehl, M., & Stroebe, W. (1987). Productivity loss in brainstorming groups: Toward the solution of a riddle. Journal of Personality and Social Psychology, 53, 497–509. doi:10.1037/0022-3514.53.3.497.

Fabrigar, L. R., Wegener, D. T., MacCallum, R. C., & Strahan, E. J. (1999). Evaluating the use of exploratory factor analysis in psychological research. Psychological Methods, 4, 272–299. doi:10.1037/1082-989X.4.3.272.CrossRef

Felps, W., Mitchell, T. R., & Byington, E. (2006). How, when, and why bad apples spoil the barrel: Negative group members and dysfunctional groups. Research in Organizational Behavior, 27, 175–222. doi:10.1016/S0191-3085(06)27005-9.

Fox, S., Spector, P. E., Goh, A., & Bruursema, K. (2007). Does your coworker know what your’re doing? Convergence of self- and peer-reports of counterproductive work behavior. International Journal of Stress Management, 14, 41–60. doi:10.1037/1072-5245.14.1.41.CrossRef

Fulk, J. (1993). Social construction of communication technology. Academy of Management Journal, 36, 921–950. doi:10.2307/256641.CrossRef

Furnham, A., Richards, S. C., & Paulhus, D. L. (2013). The dark triad of personality: A 10 year review. Social and Personality Psychology Compass, 7, 199–216. doi:10.1111/spc3.12018.

Furtner, M. R., Rauthmann, J. F., & Sachse, P. (2011). The self-loving self-leader: An examination of the relationship between self-leadership and the Dark Triad. Social Behavior and Personality, 39, 369–379. doi:10.2224/sbp.2011.39.3.369.

Garcia, S. M., Weaver, K., Moskowitz, G. B., & Darley, J. M. (2002). Crowded minds: The implicit bystander effect. Journal of Personality and Social Psychology, 83, 843–853. doi:10.1037/0022-3514.83.4.843.

Gellatly, I. R., & Allen, N. J. (2012). Group mate absence, dissimilarity, and individual absence: Another look at “monkey see, monkey do”. European Journal of Work and Organizational Psychology, 21, 106–124. doi:10.1080/1359432X.2010.546947.

Gilson, L. L., Maynard, M. T., Young, N. C. J., Vartiainen, M., & Hakonen, M. (2015). Virtual teams research: 10 years, 10 themes, and 10 opportunities. Journal of Management, 41, 1313–1337. doi:10.1177/0149206314559946.CrossRef

Goffman, E. (1967). Interaction ritual: Essays on face-to-face interaction. Oxford: Aldine.

Goldberg, L. R. (1992). The development of markers for the Big-Five factor structure. Psychological Assessment, 4, 26–42. doi:10.1037/1040-3590.4.1.26.CrossRef

Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Boston, MA: Harvard Business School Press.

Hodson, G., Hogg, S. M., & MacInnis, C. C. (2009). The role of “dark personalities” (narcissism, Machiavellianism, psychopathy), Big Five personality factors, and ideology in explaining prejudice. Journal of Research in Personality, 43, 686–690. doi:10.1016/j.jrp.2009.02.005.CrossRef

Hogan, J., Hogan, R., & Busch, C. M. (1984). How to measure service orientation. Journal of Applied Psychology, 69, 167–173. doi:10.1037/0021-9010.69.1.167.CrossRefPubMed

John, O. P., Donahue, E. M., & Kentle, R. L. (1991). The Big Five Inventory—Versions 4a and 54. Berkeley, CA: University of California, Berkeley, Institute of Personality and Social Research.

Johnson, J. W. (2000). A heuristic method for estimating the relative weight of predictor variables in multiple regression. Multivariate Behavioral Research, 35, 1–19. doi:10.1207/S15327906MBR3501_1.CrossRefPubMed

Johnson, P. R., & Indvik, J. (2001). Slings and arrows of rudeness: Incivility in the workplace. Journal of Management Development, 20, 705–713. doi:10.1108/EUM0000000005829.

Jonason, P. K., & Webster, G. D. (2010). The dirty dozen: A concise measure of the Dark Triad. Psychological Assessment, 22, 420–432. doi:10.1037/a0019265.

Jones, G. R. (1984). Task visibility, free riding, and shirking: Explaining the effect of structure and technology on employee behavior. Academy of Management Review, 9, 684–695. doi:10.5465/AMR.1984.4277404.

Köhler, T., Cramton, C. D., & Hinds, P. J. (2012). The meeting genre across cultures: Insights from three German-American collaborations. Small Group Research, 43, 159–185. doi:10.1177/1046496411429600.

Lau, V. C. S., Au, W. T., & Ho, J. M. C. (2003). A qualitative and quantitative review of antecedents of counterproductive behavior in organizations. Journal of Business and Psychology, 18, 73–99. doi:10.1023/A:1025035004930.CrossRef

Leach, D. J., Rogelberg, S. G., Warr, P. B., & Burnfield, J. L. (2009). Perceived meeting effectiveness: The role of design characteristics. Journal of Business and Psychology, 24, 65–76. doi:10.1007/s10869-009-9092-6.

Liden, R. C., Wayne, S. J., Jaworski, R. A., & Bennett, N. (2004). Social loafing: A field investigation. Journal of Management, 30, 285–304. doi:10.1016/j.jm.2003.02.002.

Lim, S., Cortina, L. M., & Magley, V. J. (2008). Personal and workgroup incivility: Impact on work and health outcomes. Journal of Applied Psychology, 93, 95–107. doi:10.1037/0021-9010.93.1.95.

Malouff, J. M., Calic, A., McGrory, C. M., Murrell, R. L., & Schutte, N. S. (2012). Evidence for a needs-based model of organizational-meeting leadership. Current Psychology, 31, 35–48. doi:10.1007/s12144-012-9129-2.CrossRef

Martinko, M. J., Gundlach, M. J., & Douglas, S. C. (2002). Toward an integrative theory of counterproductive workplace behavior: A causal reasoning perspective. International Journal of Selection and Assessment, 10, 36–50. doi:10.1111/1468-2389.00192.

Meier, L. L., & Semmer, N. K. (2013). Lack of reciprocity, narcissism, anger, and instigated workplace incivility: A moderated mediation model. European Journal of Work and Organizational Psychology, 22, 461–475. doi:10.1080/1359432X.2012.654605.

Mejias, R. J. (2007). The interaction of process losses, process gains, and meeting satisfaction within technology-supported environments. Small Group Research, 38, 156–194. doi:10.1177/1046496406297037.CrossRef

Miyake, A., Just, M. A., & Carpenter, P. A. (1994). Working memory constraints on the resolution of lexical ambiguity: Maintaining multiple interpretations in neutral contexts. Journal of Memory and Language, 33, 175–202. doi:10.1006/jmla.1994.1009.

Mount, M. K., Barrick, M. R., & Stewart, G. L. (1998). Five-factor model of personality and performance in jobs involving interpersonal interactions. Human Performance, 11, 145–165. doi:10.1207/s15327043hup1102&3_3.CrossRef

Myrsiades, L. (2000). Meeting sabotage: Met and conquered. Journal of Management Development, 19, 870–884. doi:10.1108/02621710010379182.

O’Boyle Jr., E. H., Forsyth, D. R., Banks, G. C., & McDaniel, M. A. (2012). A meta-analysis of the Dark Triad and work behavior: A social exchange perspective. Journal of Applied Psychology, 97, 557–579. doi:10.1037/a0025679.

Odermatt, I., König, C. J., & Kleinmann, M. (2015). Meeting preparation and design characteristics. In J. A. Allen, N. Lehmann-Willenbrock, & S. G. Rogelberg (Eds.), The Cambridge handbook of meeting science (pp. 49–68). Cambridge: Cambridge University Press.CrossRef

Odermatt, I., König, C. J., & Kleinmann, M. (2016a). Development and validation of the Zurich Meeting Questionnaire (ZMQ). European Review of Applied Psychology, 66, 219–232. doi:10.1016/j.erap.2016.06.003.CrossRef

Odermatt, I., König, C. J., Kleinmann, M., Nussbaumer, R., Rosenbaum, A., Olien, J. L., & Rogelberg, S. G. (2016b). On leading meetings: Linking meeting outcomes to leadership styles. Journal of Leadership & Organizational Studies, advance online publication. doi:10.1177/1548051816655992.

Ostroff, C. (1993). The effects of climate and personal influences on individual behavior and attitudes in organizations. Organizational Behavior and Human Decision Processes, 56, 56–90. doi:10.1006/obhd.1993.1045.CrossRef

Paulhus, D. L., & Williams, K. M. (2002). The Dark Triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of Research in Personality, 36, 556–563. doi:10.1016/S0092-6566(02)00505-6.

Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903. doi:10.1037/0021-9010.88.5.879.

Porath, C. L., & Erez, A. (2009). Overlooked but not untouched: How rudeness reduces onlookers’ performance on routine and creative tasks. Organizational Behavior and Human Decision Processes, 109, 29–44. doi:10.1016/j.obhdp.2009.01.003.

Rammstedt, B., & John, O. P. (2005). Kurzversion des Big Five Inventory (BFI-K): Entwicklung und Validierung eines ökonomischen Inventars zur Erfassung der fünf Faktoren der Persönlichkeit [Short version of the "Big Five Inventory" (BFI-K): Development and validation of an economic inventory for assessment of the five factors of personality]. Diagnostica, 51, 195–206. doi:10.1026/0012-1924.51.4.195.CrossRef

Raskin, R., & Terry, H. (1988). A principal-components analysis of the Narcissistic Personality Inventory and further evidence of its construct validity. Journal of Personality and Social Psychology, 54, 890–902. doi:10.1037/0022-3514.54.5.890.CrossRefPubMed

Rennecker, J. A., Dennis, A. R., & Hansen, S. (2010). “Invisible whispering”: Restructuring meeting processes with instant messaging. In D. M. Kilgour & C. Eden (Eds.), Handbook of group decision and negotiation: Advances in group decision and negotiation (Vol. 4, pp. 25–45). New York, NY: Springer.CrossRef

Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38, 555–572. doi:10.2307/256693.

Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being? Journal of Applied Psychology, 91, 83–96. doi:10.1037/0021-9010.91.1.83.CrossRefPubMed

Rogelberg, S. G., Allen, J. A., Shanock, L., Scott, C. W., & Shuffler, M. (2010). Employee satisfaction with meetings: A contemporary facet of job satisfaction. Human Resource Management, 49, 149–172. doi:10.1002/hrm.20339.

Rogelberg, S. G., Scott, C. W., Agypt, B., Williams, J., Kello, J. E., McCausland, T., & Olien, J. L. (2014). Lateness to meetings: Examination of an unexplored temporal phenomenon. European Journal of Work and Organizational Psychology, 23, 323–341. doi:10.1080/1359432X.2012.745988.

Romano Jr., N. C., & Nunamaker Jr., J. F. (2001). Meeting analysis: Findings from research and practice. Maui, Hawaii: Paper presented at the 34th Annual Hawaii International Conference on System Sciences.

Ross, L. (1977). The intuitive psychologist and his shortcomings: Distortions in the attribution process. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 10, pp. 173–220). New York: Academic Press.

Sackett, P. R., & DeVore, C. J. (2001). Counterproductive behaviors at work. In N. Anderson, D. S. Ones, H. K. Sinangil & C. Viswesvaran (Eds.), Handbook of industrial, work, and organizational psychology (Vol. 1, pp. 145–164). London: Sage.

Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23, 224–253. doi:10.2307/2392563.CrossRefPubMed

Salgado, J. F. (2002). The Big Five personality dimensions and counterproductive behaviors. International Journal of Selection and Assessment, 10, 117–125. doi:10.1111/1468-2389.00198.CrossRef

Schilpzand, P., De Pater, I. E., & Erez, A. (2016). Workplace incivility: A review of the literature and agenda for future research. Journal of Organizational Behavior, 37, 57–88. doi:10.1002/job.1976.

Schütz, A., Marcus, B., & Sellin, I. (2004). Die Messung von Narzissmus als Persönlichkeitskonstrukt: Psychometrische Eigenschaften einer Lang-und einer Kurzform des Deutschen NPI (Narcissistic Personality Inventory) [Measuring narcissism as a personality construct: Psychometric properties of a long and a short version of the German Narcissistic Personality Inventory]. Diagnostica, 50, 202–218. doi:10.1026/0012-1924.50.4.202.CrossRef

Steiner, I. D. (1972). Group process and productivity. New York, NY: Academic Press.

Stephens, K. K., & Davis, J. (2009). The social influences on electronic multitasking in organizational meetings. Management Communication Quarterly, 23, 63–83. doi:10.1177/0893318909335417.CrossRef

Streibel, B. J. (2003). The manager’s guide to effective meetings. New York, NY: McGraw-Hill.

Tett, R. P., & Burnett, D. D. (2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88, 500–517. doi:10.1037/0021-9010.88.3.500.CrossRefPubMed

Tobin, R. M., Graziano, W. G., Vanman, E. J., & Tassinary, L. G. (2000). Personality, emotional experience, and efforts to control emotions. Journal of Personality and Social Psychology, 79, 656–669. doi:10.1037/0022-3514.79.4.656.CrossRefPubMed

Tonidandel, S., & LeBreton, J. M. (2011). Relative importance analyses: A useful supplement to multiple regression analyses. Journal of Business and Psychology, 26, 1–9. doi:10.1007/s10869-010-9204-3.

Tonidandel, S., & LeBreton, J. M. (2015). RWA web: A free, comprehensive, web-based, and user-friendly tool for relative weight analyses. Journal of Business and Psychology, 30, 207–216. doi:10.1007/s10869-014-9351-z.

Tonidandel, S., LeBreton, J. M., & Johnson, J. W. (2009). Determining the statistical significance of relative weights. Psychological Methods, 14, 387–399. doi:10.1037/a0017735.CrossRefPubMed

Trudel, J., & Reio, T. G. (2011). Managing workplace incivility: The role of conflict management styles—Antecedent or antidote? Human Resource Development Quarterly, 22, 395–423. doi:10.1002/hrdq.20081.

Vardi, Y., & Wiener, Y. (1996). Misbehavior in organizations: A motivational framework. Organization Science, 7, 151–165. doi:10.1287/orsc.7.2.151.

Volkema, R. J., & Niederman, F. (1995). Organizational meetings: Formats and information requirements. Small Group Research, 26, 3–24. doi:10.1177/1046496495261001.

Wageman, R., Hackman, J. R., & Lehman, E. (2005). Team diagnostic survey. Journal of Applied Behavioral Science, 41, 373–398. doi:10.1177/0021886305281984.CrossRef

Weiss, H. M., & Cropanzano, R. (1996). An affective events approach to job satisfaction. In B. M. Staw & L. L. Cummings (Eds.), Research in Organizational Behavior (Vol. 18, pp. 1–74). Greenwich: JAI Press.

Williams, K. M., Nathanson, C., & Paulhus, D. L. (2003). Structure and validity of the Self-Report Psychopathy Scale-III in normal populations. Toronto: Paper presented at the 111th annual convention of the American Psychological Association.

Wu, J., & LeBreton, J. M. (2011). Reconsidering the dispositional basis of counterproductive work behavior: The role of aberrant personality. Personnel Psychology, 64, 593–626. doi:10.1111/j.1744-6570.2011.01220.x.

Title: Incivility in Meetings: Predictors and Outcomes
Authors: Isabelle Odermatt
Cornelius J. König
Martin Kleinmann
Maria Bachmann
Heiko Röder
Patricia Schmitz
Publication date: 13-03-2017
Publisher: Springer US
Published in: Journal of Business and Psychology / Issue 2/2018
Print ISSN: 0889-3268
Electronic ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-017-9490-0

Springer Professional

Abstract

Purpose

Methodology

Findings

Implications

Originality/Value

Please log in to get access to your license.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Other articles of this Issue 2/2018

Antecedents and Outcomes of Informal Learning Behaviors: a Meta-Analysis

Opposing Affective and Cognitive Effects of Prevention Focus on Counterproductive Work Behavior﻿

Who Wants to Follow the Leader? Using Personality and Work Value Profiles to Predict Preferences for Charismatic, Ideological, and Pragmatic Styles of Leading

Differences in the Valuing of Power Among Team Members: a Contingency Approach Toward Examining the Effects of Power Values Diversity and Relationship Conflict

Popularity Procurement and Pay Off: Antecedents and Consequences of Popularity in the Workplace

Is There Really a Beauty Premium or an Ugliness Penalty on Earnings?

Opposing Affective and Cognitive Effects of Prevention Focus on Counterproductive Work Behavior