Our love/hate relationship with meetings: Relating good and bad meeting behaviors to meeting outcomes, engagement, and exhaustion

Nale Lehmann-Willenbrock, Joseph A. Allen, Dain Belyeu

Research output: Contribution to journalArticle

8 Citations (Scopus)

Abstract

Purpose: Employees at all organizational levels spend large portions of their work lives in meetings, many of which are not effective. Previous process-analytical research has identified counterproductive communication patterns to help explain why many meetings go wrong. This study aims to illustrate the ways in which counterproductive – and productive – meeting behaviors are related to individual work engagement and emotional exhaustion. Design/methodology/approach: The authors built a new research-based survey tool for measuring counterproductive meeting behaviors. An online sample of working adults (N = 440) was recruited to test the factor structure of this new survey and to examine the relationships between both good and bad meeting behaviors and employee attitudes beyond the meeting context. Findings: Using structural equation modeling, this study found that counterproductive meeting behaviors were linked to decreased employee engagement and increased emotional exhaustion, whereas good meeting behaviors were linked to increased engagement and decreased emotional exhaustion. These relationships were mediated via individual meeting satisfaction and perceived meeting effectiveness. Research limitations/implications: The study findings provide a nuanced view of meeting outcomes by showing that the behaviors that people observe in their meetings connect not only to meeting satisfaction and effectiveness but also to important workplace attitudes (i.e. employee engagement and emotional exhaustion). In other words, managers and meeting leaders need to be mindful of behavior in meetings, seek ways to mitigate poor behavior and seek opportunities to reward and encourage citizenship behavior. Originality/value: This study shows how good and bad meeting behaviors relate to employee perceptions of meeting effectiveness and individual job attitudes. The authors develop a science-based, practitioner-friendly new survey tool for observing counterproductive meeting behavior and offer a juxtaposition of good and bad meeting behaviors in a single model.

Original languageEnglish (US)
Pages (from-to)1293-1312
Number of pages20
JournalManagement Research Review
Volume39
Issue number10
DOIs
StatePublished - Jan 1 2016

Fingerprint

Exhaustion
Emotional exhaustion
Employee engagement
Structural equation modeling
Job attitudes
Communication
Reward
Employees
Work engagement
Factors
Employee perceptions
Design methodology
Managers
Organizational level
Citizenship behavior
Work place
Employee attitudes

Keywords

  • Counterproductive meeting behaviors
  • Emotional exhaustion
  • Employee engagement
  • Meetings
  • Survey development

ASJC Scopus subject areas

  • Business, Management and Accounting(all)

Cite this

Our love/hate relationship with meetings : Relating good and bad meeting behaviors to meeting outcomes, engagement, and exhaustion. / Lehmann-Willenbrock, Nale; Allen, Joseph A.; Belyeu, Dain.

In: Management Research Review, Vol. 39, No. 10, 01.01.2016, p. 1293-1312.

Research output: Contribution to journalArticle

@article{0bd85510497549338693d40620253b60,
title = "Our love/hate relationship with meetings: Relating good and bad meeting behaviors to meeting outcomes, engagement, and exhaustion",
abstract = "Purpose: Employees at all organizational levels spend large portions of their work lives in meetings, many of which are not effective. Previous process-analytical research has identified counterproductive communication patterns to help explain why many meetings go wrong. This study aims to illustrate the ways in which counterproductive – and productive – meeting behaviors are related to individual work engagement and emotional exhaustion. Design/methodology/approach: The authors built a new research-based survey tool for measuring counterproductive meeting behaviors. An online sample of working adults (N = 440) was recruited to test the factor structure of this new survey and to examine the relationships between both good and bad meeting behaviors and employee attitudes beyond the meeting context. Findings: Using structural equation modeling, this study found that counterproductive meeting behaviors were linked to decreased employee engagement and increased emotional exhaustion, whereas good meeting behaviors were linked to increased engagement and decreased emotional exhaustion. These relationships were mediated via individual meeting satisfaction and perceived meeting effectiveness. Research limitations/implications: The study findings provide a nuanced view of meeting outcomes by showing that the behaviors that people observe in their meetings connect not only to meeting satisfaction and effectiveness but also to important workplace attitudes (i.e. employee engagement and emotional exhaustion). In other words, managers and meeting leaders need to be mindful of behavior in meetings, seek ways to mitigate poor behavior and seek opportunities to reward and encourage citizenship behavior. Originality/value: This study shows how good and bad meeting behaviors relate to employee perceptions of meeting effectiveness and individual job attitudes. The authors develop a science-based, practitioner-friendly new survey tool for observing counterproductive meeting behavior and offer a juxtaposition of good and bad meeting behaviors in a single model.",
keywords = "Counterproductive meeting behaviors, Emotional exhaustion, Employee engagement, Meetings, Survey development",
author = "Nale Lehmann-Willenbrock and Allen, {Joseph A.} and Dain Belyeu",
year = "2016",
month = "1",
day = "1",
doi = "10.1108/MRR-08-2015-0195",
language = "English (US)",
volume = "39",
pages = "1293--1312",
journal = "Management Research Review",
issn = "2040-8269",
publisher = "Emerald Group Publishing Ltd.",
number = "10",

}

TY - JOUR

T1 - Our love/hate relationship with meetings

T2 - Relating good and bad meeting behaviors to meeting outcomes, engagement, and exhaustion

AU - Lehmann-Willenbrock, Nale

AU - Allen, Joseph A.

AU - Belyeu, Dain

PY - 2016/1/1

Y1 - 2016/1/1

N2 - Purpose: Employees at all organizational levels spend large portions of their work lives in meetings, many of which are not effective. Previous process-analytical research has identified counterproductive communication patterns to help explain why many meetings go wrong. This study aims to illustrate the ways in which counterproductive – and productive – meeting behaviors are related to individual work engagement and emotional exhaustion. Design/methodology/approach: The authors built a new research-based survey tool for measuring counterproductive meeting behaviors. An online sample of working adults (N = 440) was recruited to test the factor structure of this new survey and to examine the relationships between both good and bad meeting behaviors and employee attitudes beyond the meeting context. Findings: Using structural equation modeling, this study found that counterproductive meeting behaviors were linked to decreased employee engagement and increased emotional exhaustion, whereas good meeting behaviors were linked to increased engagement and decreased emotional exhaustion. These relationships were mediated via individual meeting satisfaction and perceived meeting effectiveness. Research limitations/implications: The study findings provide a nuanced view of meeting outcomes by showing that the behaviors that people observe in their meetings connect not only to meeting satisfaction and effectiveness but also to important workplace attitudes (i.e. employee engagement and emotional exhaustion). In other words, managers and meeting leaders need to be mindful of behavior in meetings, seek ways to mitigate poor behavior and seek opportunities to reward and encourage citizenship behavior. Originality/value: This study shows how good and bad meeting behaviors relate to employee perceptions of meeting effectiveness and individual job attitudes. The authors develop a science-based, practitioner-friendly new survey tool for observing counterproductive meeting behavior and offer a juxtaposition of good and bad meeting behaviors in a single model.

AB - Purpose: Employees at all organizational levels spend large portions of their work lives in meetings, many of which are not effective. Previous process-analytical research has identified counterproductive communication patterns to help explain why many meetings go wrong. This study aims to illustrate the ways in which counterproductive – and productive – meeting behaviors are related to individual work engagement and emotional exhaustion. Design/methodology/approach: The authors built a new research-based survey tool for measuring counterproductive meeting behaviors. An online sample of working adults (N = 440) was recruited to test the factor structure of this new survey and to examine the relationships between both good and bad meeting behaviors and employee attitudes beyond the meeting context. Findings: Using structural equation modeling, this study found that counterproductive meeting behaviors were linked to decreased employee engagement and increased emotional exhaustion, whereas good meeting behaviors were linked to increased engagement and decreased emotional exhaustion. These relationships were mediated via individual meeting satisfaction and perceived meeting effectiveness. Research limitations/implications: The study findings provide a nuanced view of meeting outcomes by showing that the behaviors that people observe in their meetings connect not only to meeting satisfaction and effectiveness but also to important workplace attitudes (i.e. employee engagement and emotional exhaustion). In other words, managers and meeting leaders need to be mindful of behavior in meetings, seek ways to mitigate poor behavior and seek opportunities to reward and encourage citizenship behavior. Originality/value: This study shows how good and bad meeting behaviors relate to employee perceptions of meeting effectiveness and individual job attitudes. The authors develop a science-based, practitioner-friendly new survey tool for observing counterproductive meeting behavior and offer a juxtaposition of good and bad meeting behaviors in a single model.

KW - Counterproductive meeting behaviors

KW - Emotional exhaustion

KW - Employee engagement

KW - Meetings

KW - Survey development

UR - http://www.scopus.com/inward/record.url?scp=84991214978&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84991214978&partnerID=8YFLogxK

U2 - 10.1108/MRR-08-2015-0195

DO - 10.1108/MRR-08-2015-0195

M3 - Article

AN - SCOPUS:84991214978

VL - 39

SP - 1293

EP - 1312

JO - Management Research Review

JF - Management Research Review

SN - 2040-8269

IS - 10

ER -