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Passive aggressive behavior is a common response from workers and managers which is particularly noxious to team unity and productivity. In workers, it can lead to sabotage of projects and the creation of a hostile environment. In managers, it can end up stifling a team's creativity and potentially destroy a projects outcome.
EI and ethical behaviour among other members of the work team have been shown to have a significant impact on ethical behaviour of nursing teams. [94] Higher EI is linked to improvements in the work environment and is an important moderator between conflict and reactions to conflict in the workplace. [92]
This work builds on work in social identity theory and self-categorization theory, which explains the ways in which individuals favor other individuals with whom they share a common identity; [6] per this model, individuals evaluate members of their subgroups more positively than other members of the larger group, which may lead to conflict ...
Team members can then be uncertain of their role and their teammate's roles to the team and team objectives begin to conflict with one another. Within families, an example of role ambiguity is whether a stepchild has the same social or moral obligations to care for a stepparent as a biological child would.
If team members are unclear what their role is, their contributions will be minimal, therefore it is the team leader's duty to outline the roles and responsibilities of each individual within the team and ensure that they work together as an integral unit.
Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. [1] This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens.
High morale will cause employees to put in extra effort, find ways to work more efficiently, and do higher quality work. [6] An employer with a well-known track record of high morale among employees is also much more likely to attract and retain high talent employees. High morale provides a competitive edge in good times and bad.
There are a number of antecedents of intragroup conflict. While not an exhaustive list, researchers have identified a number of antecedents of intragroup conflict, including low task or goal uncertainty, [5] increased group size, [6] increased diversity (i.e., gender, age, race), [7] [8] lack of information sharing, [9] and high task interdependence.