Decoupling task and relationship conflict: the role of intragroup emotional processing

By Jixia Yang, K. Mossholder. 2004

329 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d8d4c68ad77a687411aa3a8dd8807e469ab4e8c6

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Citations in the corpus

Conflict Transformation (2008, background): “Relationship conflicts contain a high degree of emotionality (Jehn & Bendersky, 2003), which may manifest itself in negative behaviors such as raised voices, hostility toward others, and threats and intimidation (cf. Yang & Mossholder, 2004).”
The influence of intra‐team conflict on work teams' affective climate: A longitudinal study (2008, background): “Yang and Mossholder (2004) drew attention in the same direction, proposing that when there is social interaction among team members, task conflict is less likely to evolve into relationship conflict.”
Team Emotional Intelligence and Performance (2012, background): “, as suggested by Yang and Mossholder (2004).”
Intercultural competencies for culturally diverse work teams (2010, background): “When determining the best way to manage conflict in this setting it is important to note that competitive approaches to conflict management often involve behaviour that can be perceived as intimidating thus increasing segregation among group members ( Yang and Mossholder, 2004”
Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “…that group emotional intelligence (or dimensions of it) benefits the group: it enhances group performance (Feyerherm & Rice, 2002; Jordan, Ashkanasy, Härtel, & Hooper, 2002; Quoidbach & Hansenne, 2009) and decreases group conflict (Ayoko, Callan, & Härtel, 2008; Yang & Mossholder, 2004).”
The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy (2016, background): “…efficacy, employees convert judgments and intentions about effectively resolving disagreements into concrete moral ends, which negatively relates to RC as it manifests through gossip, threats and intimidation, raised voices, and expressed hostility toward others (Yang & Mossholder, 2004).”
Effects of conflict management strategies on perceptions of intragroup conflict. (2007, background): “Variables that have been examined as moderators include group norms (Yang & Mossholder, 2004), time (Peterson & Behfar, 2003), group efficacy (Alper, Tjosvold, & Law, 2000), personality (Bono, Boles, Judge, & Lauver, 2002), and conflict management (DeChurch & Marks, 2001).”
The Influence of Team Emotional Intelligence Climate on Conflict and Team Members' Reactions to Conflict (2008, methodology): “Second, based on the work of Yang and Mossholder (2004), Jordan and Troth (2004), and Druskat and Wolff (2001), we extend the literature on emotions by hypothesizing that team emotional intelligence climate will have a direct effect on conflict and will moderate the relationship between conflict…”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “…characterized by limited leader-follower interactions or are separated by geographical distance (i.e. virtual teams) may be characterized by lower leader-follower trust, and therefore, fewer opportunities for sharing of emotion to occur (Staples & Webster, 2008; Yang & Mossholder, 2004).”