Workgroup emotional exchanges and team performance in China
Workgroup emotional exchanges and team performance in China
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中国工作群体情感交流与团队绩效
DOI：
10.1111/j.1744-7941.2012.00052.x
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发表时间：
2013
影响因子：
3.2
通讯作者：
Charmine E J Härtel
中科院分区：
文献类型：
--
作者：
Xiao‐Yu Liu;Charmine E J Härtel
本研究将情绪化气氛（WEC）和情绪化劳动概念化为团队内的情绪交换的对比类型，前者定义为团队成员导向的情绪交换，后者定义为制定一个人的角色所需的外向情绪交换。数据来源于中国148个工作组的840名研究人员。结果表明，积极的WEC是一个来源的群体效能感与积极的后果，为企业绩效。研究结果还支持这样一种观点，即人们的情感资源有限，因此，虽然积极的WEC提高了群体绩效，但这种关系随着情绪劳动的增加而减弱。该研究确定了两种类型的情感交流的特点，一个团队和丰富的团队情感动力学的理解。团队领导者需要认识到WEC的价值和积极的情绪劳动要求，并试图诱导更多的积极WEC，以促进团队绩效。
The research conceptualizes workgroup emotional climate (WEC) and workgroup emotional labor as contrasting types of emotional exchange within teams, with the former defined as team-member directed emotional exchanges and the latter as the outward directed emotional exchanges required to enact one's role. Data were obtained from a sample of 840 workgroup members from 148 workgroups in China. Results showed that positive WEC is a source of group efficacy with positive consequences for workgroup performance. The findings also lend support to the idea that people have limited emotional resources and thus, while a positive WEC improves group performance, this relationship is weakened as workgroup emotional labor increases. The study identifies two types of emotional exchanges characterizing a workgroup and enriches understanding of team emotional dynamics. Team leaders need to recognize the value of WEC and the workgroup emotional labor requirements and try to induce more positive WEC to facilitate team performance.
影响因子：
7.6
作者：
Muller, D;Judd, CM;Yzerbyt, VY
通讯作者：
Yzerbyt, VY
影响因子：
7
作者：
MacKinnon, DP;Lockwood, CM;Sheets, V
通讯作者：
Sheets, V