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Destructive de-energizing relationships: How thriving buffers their effect on performance
Alexandra Gerbasi1, Christine L Porath2, Andrew Parker3
1Department of Management, Technology, and Strategy, Grenoble Ecole de Management.
The Journal of Applied Psychology
|March 24, 2015
Summary
Negative workplace relationships decrease job performance. However, individuals who are thriving at work are less affected by these de-energizing relationships, maintaining better performance outcomes.
Area of Science:
- Organizational Behavior
- Social Psychology
- Management Science
Background:
- Social network research traditionally focuses on positive relationships.
- De-energizing relationships are prevalent and negatively impact individuals in organizations.
- Limited research exists on the specific effects of de-energizing relationships on performance.
Purpose of the Study:
- To establish the relationship between de-energizing relationships and individual performance.
- To investigate the moderating role of thriving at work on the impact of de-energizing relationships.
- To provide insights into managing negative workplace dynamics.
Main Methods:
- Two field studies were conducted.
- Study 1: Data from 161 IT professionals in an engineering firm.
- Study 2: Data from 439 management consultants, examining the moderating effect of thriving.
Main Results:
- De-energizing relationships are significantly associated with decreased individual performance.
- Thriving at work acts as a buffer, reducing the negative impact of de-energizing relationships on performance.
- Individuals with higher levels of thriving demonstrated greater resilience.
Conclusions:
- De-energizing relationships pose a tangible threat to organizational performance.
- Fostering a thriving work environment can mitigate the detrimental effects of negative workplace interactions.
- Organizations should consider strategies to address de-energizing relationships and promote employee thriving.
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