Rudeness and team performance: Adverse effects via member social value orientation and coordinative team processes.

A growing body of research shows that rudeness negatively affects individual functioning and performance. Considerably less is known about how rudeness affects team processes and outcomes. In a series of five studies aimed at extending theories of the social-cognitive implications of rudeness to the team level, we show that rudeness is detrimental to team functioning.

Relative power and interpersonal trust.

Because trust is essential in the development and maintenance of well-functioning relationships, scholars across numerous scientific disciplines have sought to determine what causes people to trust others. Power dynamics are known to predict trust, but research on the relationship between power and trust is inconclusive, with mixed results and without systematic consideration of how the power distribution within dyadic relationships may influence trust in those relationships. Building on interdependence theory, we propose that both individuals in an unequal-power dyad trust each other less than individuals in an equal-power dyad because unequal-power dyads heighten the perception of a conflict of interest.

Trapped by a first hypothesis: How rudeness leads to anchoring.

In this article we explore the effect of encounters with rudeness on the tendency to engage in anchoring, one of the most robust and widespread cognitive biases. Integrating the self-immersion framework with the selective accessibility model (SAM), we propose that rudeness-induced negative arousal will narrow individuals' perspectives in a way that will make anchoring more likely. Additionally, we posit that perspective taking and information elaboration will attenuate the effect of rudeness on both negative arousal and subsequent anchoring.

With great power comes more job demands: The dynamic effects of experienced power on perceived job demands and their discordant effects on employee outcomes.

In this work, we consider the complex and discordant effects that psychological power has on powerholders. To do so, we integrate the situated focus theory of power, which identifies perceptions of job demands as a key outcome of power, with new insights from the challenge-hindrance framework, which acknowledges that job demands may both help and hurt employees. Our model delineates how power-induced job demands may simultaneously benefit (manifested as goal progress and meaningfulness) and harm (manifested as physical discomfort and anxiety) powerholders.

Getting back to the "new normal": Autonomy restoration during a global pandemic.

We investigate the psychological recovery process of full-time employees during the 2-week period at the onset of the Coronavirus pandemic (COVID-19). Past research suggests that recovery processes start stressors abate and can take months or years to unfold. In contrast, we build on autonomy restoration theory to suggest that recovery of impaired autonomy starts immediately even as a stressor is ongoing.

Incivility and Patient Safety: A Longitudinal Study of Rudeness, Protocol Compliance, and Adverse Events.

Background: Little is known about the impact of social interactions on iatrogenesis and lapses in patient safety.

Methods: This field-based experience-sampling study of primarily nurses in a general hospital explored the impact of rudeness on patient safety performance, state depletion (that is, exhaustion of mental energy for reflective behavior), and team processes (for example, information sharing). Objective measures of performance were compliance with hand hygiene and medication preparation protocols, as well as archival reports of adverse events.

Expressions of Gratitude and Medical Team Performance.

Background And Objectives: Exposure to negative social interactions (such as rudeness) has robust adverse implications on medical team performance. However, little is known regarding the effects of positive social interactions. We hypothesized that expressions of gratitude, a prototype of positive social interaction, would enhance medical teams' effectiveness.

The virtuous cycle of daily motivation: Effects of daily strivings on work behaviors, need satisfaction, and next-day strivings.

We extend the theory of purposeful work behavior (TPWB, Barrick, Mount, & Li, 2013) by conceptualizing three key motivational strivings (communion striving, accomplishment striving, and status striving) as dynamic constructs that have implications for how employees act and feel each day at work. Building on TPWB, we propose that morning communion striving, accomplishment striving, and status striving will motivate unique behaviors at work that day-specifically helping, task-performance, and enacted power, respectively. Considering the implications of these striving-induced behaviors on basic psychological needs, we expect that helping, task-performance, and enacted power will, in turn, enhance employees' daily need satisfaction in ways that enhance corresponding next-morning strivings, thus generating a virtuous motivational cycle.

Energizing leaders via self-reflection: A within-person field experiment.

The leader role is demanding and depleting, explaining why many leaders struggle to remain engaged while doing their job. In this study, we present theory and an intervention focused on improving leader energy. Integrating cognitive energetics theory (Kruglanski et al.

Rude color glasses: The contaminating effects of witnessed morning rudeness on perceptions and behaviors throughout the workday.

Using an experimental experience sampling design, we investigate how witnessing morning rudeness influences workers' subsequent perceptions and behaviors throughout the workday. We posit that a single exposure to rudeness in the morning can contaminate employees' perceptions of subsequent social interactions leading them to perceive greater workplace rudeness throughout their workday. We expect that these contaminated perceptions will have important ramifications for employees' work behaviors.

Rudeness and Medical Team Performance.

Objectives: Rudeness is routinely experienced by medical teams. We sought to explore the impact of rudeness on medical teams' performance and test interventions that might mitigate its negative consequences.

Methods: Thirty-nine NICU teams participated in a training workshop including simulations of acute care of term and preterm newborns.

Impressed by impression management: Newcomer reactions to ingratiated supervisors.

Organizational newcomers are unfamiliar with many aspects of their workplace and look for information to help them reduce uncertainty and better understand their new environment. One aspect critical to newcomers is the disposition of their supervisor-the person who arguably can impact the newcomer's career the most. To form an impression of their new supervisor, newcomers look to social cues from coworkers who have interpersonal contact with the supervisor.

The Impact of Rudeness on Medical Team Performance: A Randomized Trial.

Background And Objectives: Iatrogenesis often results from performance deficiencies among medical team members. Team-targeted rudeness may underlie such performance deficiencies, with individuals exposed to rude behavior being less helpful and cooperative. Our objective was to explore the impact of rudeness on the performance of medical teams.

Catching rudeness is like catching a cold: The contagion effects of low-intensity negative behaviors.

In this article we offer a new perspective to the study of negative behavioral contagion in organizations. In 3 studies, we investigate the contagion effect of rudeness and the cognitive mechanism that explains this effect. Study 1 results show that low-intensity negative behaviors like rudeness can be contagious, and that this contagion effect can occur based on single episodes, that anybody can be a carrier, and that this contagion effect has second-order consequences for future interaction partners.