Leading Group Meetings

Benjamin E. Baran, Northern Kentucky University, Linda Rhoades Shanock, Steven G. Rogelberg and Cliff W. Scott, all of University of North Carolina at Charlotte, published “Leading Group Meetings: Supervisors’ Actions, Employee Behaviors, and Upward Perceptions” on November 16th, 2011 in Small Group Research. To view other OnlineFirst articles, please click here.

The abstract:

This study focuses on a common yet understudied group process: supervisor-led group meetings at work. Specifically, the study explores the relationships among employees’ perceptions and reported behaviors with regard to such meetings. Respondents are 291 adults working in different organizations. Structural equation modeling of the data largely supports the hypothesized model. Employee perceptions of relationship quality with their supervisors (leader–member exchange) fully mediates the relationship between perceptions of supervisors’ fairness (interactional justice) in group meetings and perceived organizational support. Leader–member exchange also fully mediates the relationship between interactional justice perceptions and meeting citizenship behaviors—a new construct describing extra-role behaviors that support meeting processes—and between good meeting practices by the supervisors and meeting citizenship behaviors. Leader–member exchange partially mediates the relationship between good meeting practices and perceived organizational support. These findings highlight the importance both of supervisors’ behaviors within meetings that they lead and of the supervisor-led group meeting itself as a phenomenon worthy of future exploration.

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