Levels of Cognitive Congruence between Managers and Team Members’ Perceptions of Cooperation at Work

Alexandre García-Mas, Antonio Núñez Prats, Aurelio Olmedilla, Roberto Ruiz-Barquín and Enrique Cantón
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Alexandre García-Mas: Department of Basic Psychology, University of Balears Islands, 07122 Mallorca, Spain
Antonio Núñez Prats: Department of Basic Psychology, University of Balears Islands, 07122 Mallorca, Spain
Aurelio Olmedilla: Department, of Personality, Evaluation and Psychological Treatment, University of Murcia, 30100 Murcia, Spain
Roberto Ruiz-Barquín: Department of Evolutionary and Education Psychology, Autonomous University of Madrid, Madrid, University City of Cantoblanco, 28049 Madrid, Spain
Enrique Cantón: Department of Basic Psychology, University of Valencia, 46010 Valencia, Spain

Sustainability, 2019, vol. 11, issue 21, 1-11

Abstract: Much of the research on the psychological dynamics of performance teams suffers from the following limitations: consideration of only one theoretical framework and analysis of just one perspective (e.g., manager–coach or team member). To address these shortcomings, this study used a Global Cooperation concept that synthesized five psychological frameworks: coordination, cohesion, cooperation, integration, and identification. The objective of this study was to examine the level of congruence–symmetry between the two perspectives and the tendency for managers–coaches and team members to reduce cognitive dissonance in the perception of global cooperation. To this end, 108 managers–coaches and members of performance teams were studied (range: 23−60 years old) using a Cooperative Workteam Questionnaire (CWQ). Results revealed that the greatest amount of asymmetry was observed in Global Cooperation and Emotional Cooperation, while less asymmetry was found in Personal Growth, and good congruence–fit in Conditioned Cooperation. Results are discussed in terms of their theoretical meaning and practical implications for interventions on performance teams.

Keywords: cooperation; congruency; cognitive dissonance; teamwork; non-parametric statistical analysis (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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