Exploring the impact of perceived LMX variability within work teams

According to Leader-Member Exchange (LMX) theory, leaders develop different quaUt}' reladonships with the employees they supervise. To date, Utde research has invesdgated the impact of such differendadon by the leader on workplace outcomes. The current research proposes a novel way to capture the extent of LMX variabiUt}' within a single work team, and subsequently investigates the impact of perceived LMX variability on workplace outcomes. Across multiple employed samples, participants reported poorer team relations (as indicated by low team cohesion and high conflict) when they perceived LMX variability to be high. Perceptions of poor team relations further impacted negatively upon individual affect variables. The findings suggest that leaders may need to exercise caution when developing different quality relationships amongst individuals within the same work team.

Hemispheric asymmetry of neuroticism in the prediction of disinhibited work performance

Disinhibition is usually defined as a combination of high extraversion and high neuroticism or high extraversion and low neuroticism. The hypothesis that neuroticism interacts with aural preference (preferred-ear for listening) in the prediction of everyday types of disinhibited behaviour is tested. The importance of aural preference rests on the assumption that it is a readily available proxy measure of contra-hemispheric preference such that a left aural preference is indicative of right hemispheric preference and vice versa. Since the left hemisphere acts to initiate approach behaviour, the hypothesis investigates a model in which preference for the left hemisphere, together with high neuroticism, provides an alternative mechanism of disinhibition. This study provides evidence of the mechanism in the predicdon of disinhibited telesales performance.

The role of team identification in the dissimilarity-conflict relationship

This study examined the role of team identification in the dissimilarity and conflict relationship. We tested competing predictions that team identification would either mediate or moderate the positive associations between visible (age, gender and ethnic background), professional (background) and value dissimilarity and task and relationship conflict. Data was collected from 27 MBA student teams twice during a semester. Multilevel modelling and a longitudinal design were used. Results showed that value dissimilarity was positively associated with task and relationship conflict at Time 2. Its effects on relationship conflict at Time 1 were moderated by team identification. Team identification also moderated the effects of gender, age and ethnic dissimilarity on task conflict at Time 2, and the effects of gender and professional dissimilarity on relationship conflict at Time 2. No support was obtained for the mediating role of team identification on the associations between dissimilarity and conflict, or for changes in the effects of dissimilarity over time.