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This symposium aims to provide new perspectives and directions on forgiveness in organizations and extend research on forgiveness' predictors and consequences with four papers focusing on two core questions. First, this symposium seeks to unveil key "upstream" barriers to forgiveness. It features papers on why people are reluctant to apologize in certain cultures and how employees are affected by their own inability to forgive, in particular, in the face of an expressed apology by transgressors at work. The second major goal of this symposium is to advance the limited knowledge of boundary conditions and uncover new factors that moderate the "downstream" effects and effectiveness of forgiveness, including papers on factors such as incongruence between felt and expressed forgiveness that moderate the impact of forgiveness for the forgiving individual and both the bright and dark sides of leader forgiveness in shaping followers' responses in organizations. Furthermore, these four papers illustrate how a variety of methodological approaches (e.g., field study, experiment, panel data, large-scale language analyses) can be used to answer research questions regarding forgiveness as well as concomitant apology. Lastly, our symposium features a prominent scholar in this field of knowledge, offering theoretical and practical insights through interactive discussion to advance our understanding of forgiveness, spark new research directions, and ultimately move the research on workplace forgiveness forward with synergistic perspectives. * Honor and the Reluctance to Apologize * Presenter: Ying Lin; Stanford Graduate School of Business * Presenter: Michele Gelfand; Stanford Graduate School of Business * Presenter: Nava Caluori; U. of Virginia * Presenter: Bastian Weitz; Stanford Graduate School of Business * When Apologies Make Things Worse: The Interactive Effects of Inability to Forgive and Apology * Presenter: Maria Francisca Saldanha; UCP -Católica Lisbon School of Business & Economics * Presenter: Annika Hillebrandt; Ted Rogers School of Management, Toronto Metropolitan U. * Presenter: Carlos Ferreira Peralta; U. Católica Portuguesa * Presenter: Daniel Brady; Wilfrid Laurier U. * The Authenticity of (In)Congruence Between Felt and Expressed Forgiveness * Presenter: Seoin Yoon; Texas A&M U. * Presenter: Shawn T. McClean; U. of Oklahoma Price College of Business * Presenter: Bret Bradley; U. of Oklahoma * When Leaders Forgive: Is Forgiveness Always Divine? * Presenter: Hsuan-Che Huang; Sauder School of Business, U. of British Columbia * Presenter: Jonathan Evans; U. of British Columbia * Presenter: Trevor Spoelma; U. of New Mexico [ABSTRACT FROM AUTHOR]

Existing literature on leader-member exchange differentiation (LMXD) offers a meaningful view into the multilevel outcomes associated with this phenomenon. However, despite the rapid growth of literature on LMXD, scholars lack a complete understanding of its antecedents or the processes that cause leaders to differentiate among members of a workgroup. We address this issue by using social capital theory to propose that leaders perceive their followers' social networks as potential resources to grow their own social capital. Because each follower has unique social networks, we propose that leaders differentiate LMX among followers depending on which followers provide them with access to the most social resources. In this conceptual paper, we posit that leaders attribute status to followers depending on the structure of their social networks and their position within those networks, and that key contingencies such as a team's psychological safety climate or a leader's ambition influence the relationship between social network characteristics and LMXD. Overall, our conceptual paper provides a unique multilevel perspective of LMXD and provides important insights for both researchers and practitioners alike. [ABSTRACT FROM AUTHOR]

Employees contribute to their organizations by voicing concerns. They can provide suggestions that support current practices (supportive voice) and suggestions that challenge how things are done in the organization (challenging voice). Prior research suggests that there are both personal gains and costs associated with individual voice behavior. As such, we attempt to integrate the bright and dark sides of employee voice behavior and focus on the interpersonal daily costs and benefits experienced by employees who engage in these two types of voice behavior. Results from a daily-diary study using experience sampling methodology (ESM) find that challenging and supportive voice have differing personal costs and benefits for the individual employee. We find that supportive voice increases perceptions of prosocial impact, which in turn increases daily job satisfaction; we also find that supportive voice decreases ego depletion, which then reduces daily job stress. Daily challenging voice likewise increases perceptions of prosocial impact, which in turn increases daily job satisfaction; however, unlike supportive voice, challenging voice increases ego depletion, which then increases daily job stress. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

The body of qualitative research on teams has grown considerably in the last few decades - yet no accumulation or analysis of this body of research exists, despite the development of a method to do so. Meta-synthesis represents a set of methods used to accumulate and analyze qualitative research in a systematic and rigorous way. A total of 74 articles were identified from 1988 to 2019 in Management or interdisciplinary journals, and we employed meta-synthesis techniques to assess the state of this body of research. Across this time period, scholars have used a diverse set of 42 methods of data collection and 38 types of data analysis. Seven categories of team processes were inductively derived from articles in the dataset: relationship development and management, decision making, leadership, conflict management, safety and trust, communication, and norms and control. A deductive analysis then compared these articles to the hierarchical model of team process, which includes transition, action, and interpersonal processes to identify areas of concentration and areas where future research is most needed. Examples of research in these categories are described, followed by directions for future qualitative research in each category. We encourage scholars to use meta-synthesis methods to ask further questions in this body of team research and to accumulate and assess qualitative research in other areas of Management scholarship. [ABSTRACT FROM AUTHOR]

Leader member exchange differentiation (LMXd) has both positive and negative effects in teams, and we theorize that it will moderate the relationship between task conflict and team performance, and might even allow for the beneficial effects from task conflict to team performance to emerge. However, it may also strengthen the relationship between task conflict and relationship conflict. Results from an empirical study conducted in China with 48 teams from various organizations supported the proposed model. In our study the relationship between task conflict and team performance was curvilinear, in the form of an inverted-U, but only when LMXd was high as theorized. Task conflict had a positive relationship with team performance when task conflict went from low to moderate levels, but a negative relationship when it went from moderate to high. However, we also found that task conflict had a higher association with relationship conflict when LMXd was high, indicating some interpersonal downsides to the performance benefits. Both theoretical importance and practical significance of these findings were discussed. [ABSTRACT FROM AUTHOR]

As women continue to participate more in the workforce, teams within organizations are becoming more gender diverse than ever before. This research explores a contingency model of the relationship between gender diversity and team performance and looks to understand both conditions that make this relationship negative and positive. Results indicate that transformational leadership moderates the relationship between gender diversity and team performance such that when transformational leadership is low, gender diversity decreases team performance and when transformational leadership is high, gender diversity has no significant relationship with team performance. However, a three-way interaction between transformational leadership, team tenure, and gender diversity reveals that gender diversity improves team performance when both transformational leadership and team tenure are high. Theoretical and managerial implications of our results are discussed. [ABSTRACT FROM AUTHOR]

Conceptualizing relationship conflict as a threat to team members, we examined the relationship between relationship conflict and change in critical team processes in thirty-five project teams over a 4-month period. The purpose of our investigation was to test composite team emotion regulation (i.e. cognitive reappraisal vs. suppression) as a moderator of the change in these team processes over time. Using conditional linear growth modeling to test our hypotheses, we found that teams with high initial levels of relationship conflict experience worse interpersonal functioning and coordinate less initially, and continue to demonstrate low levels of these processes over their lifespan. However, the findings showed that this longitudinal pattern is disrupted where teams are higher on collective cognitive reappraisal. Indeed, over time the teams we surveyed that were more likely to reappraise negative events overcame negative process patterns caused by relationship conflict. Some implications of these findings, and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Although difficult coworkers exist in most organizations, and evidence shows that they damage important work outcomes, we know very little about how to buffer their effects in teams. To address this problem, we extend theory on team bad apples by proposing and testing a joint buffering model. Using a sample of 97 teams we found that a single difficult teammate damaged team performance by 30%, but that highly interdependent teams with emotionally stable members cut this effect in half. We also found that the buffering effect was mediated by teammates’ physiological stress (i.e., salivary cortisol) and contextual performance such that highly interdependent teams with emotionally stable members had the highest levels of stress, contextual performance, and team performance in our study. Implications for theory and research are discussed. [ABSTRACT FROM AUTHOR]