In a field study among Dutch employees, we demonstrated how organizational based self-esteem and workplace conflict interact to affect the level of psychological strain. In addition we showed that this moderation was mediated by conflict management strategies

Followers sometimes perform better when their leader expresses anger and sometimes when the leader expresses happiness. We propose that this inconsistency can be solved by considering potential conflict between leader emotions and follower social-relational goals, operationalized in terms of...

In a field study among 774 health-care workers, we demonstrated how locus of control and workplace conflict interact to affect the level of psychological strain. In addition we showed that this moderation was mediated by an active conflict management strategy

This article poses the question which reward structure (cooperative or competitive) has the best effects on team performance under which circumstances. Specifically, a cooperative reward structure is predicted to increase performance on means-interdependent tasks, while a competitive reward...

A contingency model of reward structures is developed, stating that the relationship between reward structure and team performance is contingent upon the performance dimension specified (speed vs. accuracy), team composition (team members' interpersonal orientation in terms of extroversion and...

A quasi-experiment tested the effects of honor values and the other party's communication style (insulting versus not insulting) on experienced conflict intensity, negative emotions, and intentions to behave distributively and integratively during a workplace conflict. After honor values were...

Although the effects of regulatory focus on individual-level performance have often been studied, relatively little is yet known about team-level effects. Filling this void, we integrate the notion that promotion-focused individuals are concerned with progress and achievement, whereas...