title: Destructive de-energizing relationships: How thriving buffers their effect on performance.
abstract: In this paper, we establish the relationship between de-energizing relationships and individual performance in organizations. To date, the emphasis in social network research has largely been on positive dimensions of relationships despite literature from social psychology revealing the prevalence and detrimental impact of de-energizing relationships. In 2 field studies, we show that de-energizing relationships in organizations are associated with decreased performance. In Study 1, we investigate how de-energizing relationships are related to lower performance using data from 161 people in the information technology (IT) department of an engineering firm. In Study 2, in a sample of 439 management consultants, we consider whether the effects of de-energizing relationships on performance may be moderated by the extent to which an individual has the psychological resource of thriving at work. We find that individuals who are thriving at work are less susceptible to the effects of de-energizing relationships on job performance. We close by discussing implications of this research.
authors: Department of Management, Technology, and Strategy, Grenoble Ecole de Management.
authors: Alexandra
authors: A
authors: Gerbasi
authors: Management Department, Georgetown University.
authors: Christine L
authors: CL
authors: Porath
authors: Parker, Department of People, Organizations, and Society, Grenoble Ecole de Management.
authors: Andrew
authors: A
authors: Parker
authors: Management and Organizations Department, University of Michigan.
authors: Gretchen
authors: G
authors: Spreitzer
authors: Management Department, University of Virginia.
authors: Rob
authors: R
authors: Cross
mesh_terms: D000328:Adult; D004651:Employment; D006801:Humans; D007398:Interpersonal Relations; D012944:Social Support; D000066477:Work Performance