Th-SYM-2371-2 - Does One Cure Really Fit All? Group Negative Affective Tone, Team Identification And Lmx

Outcomes of constructive/destructive leadership
1 hour
Leadership and management
Outcomes of constructive/destructive leadership
Does one cure really fit all? Group negative affective tone, team identification and LMX
K. Hildenbrand 1,*, P. Daher 2
1Sheffield University Management School, Sheffield, 2Aston University, Birmingham, United Kingdom
Main Abstract Content: State of the Art
Team identification (TI) has been identified within the social identity framework as one of the main buffers against the negative effects of stress. This line of enquiry has recently culminated in authors labelling TI as the ‘social sure’ due to its wealth of positive consequences for employee mental health.
New Perspectives/Contributions
We aim to contribute to research on TI by proposing that TI is, under certain conditions, harmful for employee health. We integrate the social identity literature with the socially induced model of burnout and specifically propose that TI will increase burnout through ineffective coping when the group is characterized by high group negative affective tone. This positive relationship will be weakened under high-quality supervisor-employee relationships (high LMX) and will be strengthened under low-quality LMX relationships. 
Research/Practical Implications
This paper contributes to the literature through proposing conditions under which TI can be detrimental for employees’ mental health. Practically, it provides organisations with guidance regarding when to intervene in highly negative teams. Furthermore, it offers practitioners means on how to attenuate the negative effects by prompting leaders to build high-quality LMX relationships.
This research offers a novel outlook on TI by highlighting the negative role that it plays in individual burnout. It offers a way to mitigate these effects by emphasising the seminal role that LMX has in this process. Consequently, we contribute to the literature through challenging the widespread assumption that TI is considered a ‘social cure’ in all situations.

University of Sheffield, IWP
Lecturer in Leadership and OB

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