Don't Take It Personally: Exploring Cognitive Conflict as a Mediator of Affective Conflict

By Ann Mooney, P. Holahan, Allen C. Amason. 2007

279 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4e42d7cda3126ef7b76863251963f2d13c3a14c9

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Citations in the corpus

Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance (2013, methodology): “…this problem with techniques such as devil’s advocacy and dialectic inquiry (Lyles, 1987; Schweiger et al., 1986), a focus on trust in decision processes (Olson et al., 2007), behavioral integration (Mooney et al., 2007), and other conflict-management techniques (e.g. De Dreu and Van Vianen, 2001).”
How Lead Founder Personality Affects New Venture Performance (2013, background): “Similarly, Mooney, Holahan, and Amason (2007) indicate that members of behavioral integrated teams trust that others have a real stake in the success of the team and are less inclined to take divergent viewpoints and opinions personally.”
Effects of task and relationship conflicts on individual work behaviors (2011, background): “In line with this reasoning, the cognitive nature of task conflict and the affective nature of relationship conflict (Mooney et al., 2007) may channel their effects to task-driven and relationship-driven behaviors respectively.”
Constructively managing conflicts in organizations (2014, background): “…productive when it is moderate in amount, when it is not closely related to relationship conflict, andwhen the outcomes measured are financial performance and decision quality rather than overall performance (De Dreu 2006, De Wit et al. 2012, Farh et al. 2010, Mooney et al. 2007, Shaw et al. 2011).”
Leading across language barriers: Managing language-induced emotions in multinational teams (2015, background): “…emotion management influence team performance, as the relationships between negative emotions and performance (e.g. McCollKennedy & Anderson, 2002; Mooney et al., 2007; von Glinow et al., 2004) and between leadership outcomes and performance (e.g. Burke et al., 2006; Zaccaro et al., 2001) have…”
Conflict Transformation (2008, background): “Initial research in this area has shown consistent support for the proposition that task conflicts will often be highly correlated with relationships conflicts in a team (e.g., De Dreu & Weingart, 2003; Mooney et al., 2007; Simons & Peterson, 2000).”
The paradox of intragroup conflict: a meta-analysis. (2012, methodology): “As such, behavioral integration may reduce misattributions of task conflict and thus weaken the relation between task and relationship conflict (Gamero et al., 2008; Mooney et al., 2007; Simons & Peterson, 2000).”
Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, background): “Thus, the analysis of the qualitative data aligned with one of the most well-founded research insights from the group conflict literature: cognitive conflict undermines decision-making when the group is incapable of adequately reflecting on and integrating divergent views brought to the table (de Dr”
Emotional intelligence in teams: Development and initial validation of the short version of the Workgroup Emotional Intelligence Profile (WEIP-S) (2009, background): “Mumby and Putnam (1992) argue that the expression of emotion is only productive if emotional expression is constrained to protect relationships.”
A Multilevel View of Intragroup Conflict (2008, background): “Several studies have shown team size, frequently used as a control variable, increased both task and relationship conflict (Amason & Sapienza, 1997; Mooney et al., 2007; Pelled et al., 1999) and marginally increased emotional conflict (Li & Hambrick, 2005).”