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Destructive De-Energizing Relationships: How Thriving Buffers Their Effect on Performance

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Alexandra Gerbasi at University of Surrey
Alexandra Gerbasi
Christine L. Porath at University of North Carolina at Chapel Hill
Christine L. Porath
Andrew Parker at University of Exeter
Andrew Parker
Gretchen M. Spreitzer at University of Michigan
Gretchen M. Spreitzer
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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. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
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RESEARCH REPORT
Destructive De-Energizing Relationships: How Thriving Buffers Their
Effect on Performance
Alexandra Gerbasi
Grenoble Ecole de Management
Christine L. Porath
Georgetown University
Andrew Parker
Grenoble Ecole de Management
Gretchen Spreitzer
University of Michigan
Rob Cross
University of Virginia
In this paper, we establish the relationship between de-energizing relationships and individual perfor-
mance 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 infor-
mation 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.
Keywords: de-energizing relationships, social networks, performance, thriving
“Working with her sucks the life right out of me.” (Project Manager)
“There are many things that I love about my job. Working with him
is certainly not one of them.” (Consultant)
Relationships impact individuals’ experience of work. Positive
relationships at work (cf. Baker, Cross, & Wooten, 2003;Dutton &
Heaphy, 2003) fulfill people’s affective needs, fueling motivation
(cf., Quinn, Spreitzer, & Lam, 2012), engagement (Clifton, 2011),
satisfaction, and well-being (Dutton, 2003). They also contribute
to growth and development (Dutton, 2003,2005), as relationships
can serve as conduits for harnessing information (Levin & Cross,
2004) and advice (Dutton, 2003). Consequently, positive relation-
ships at work have been found to improve individual performance
(Cross & Cummings, 2004;Sparrowe, Liden, Wayne, & Kraimer,
2001) and yield benefits such as higher salary, rapid promotion,
and finding a job (e.g., Brass, 1984;Burt, 1992;Granovetter,
1973).
Most recently, interest has grown around what Baker et al. (2003)
term energizing relationships—work relationships that generate pos-
itive energy. Energy is one of the most fundamental resources for
performance, health, and well-being at work (Quinn et al., 2012;
Saravi, 1999). Yet, human energy can also be depleted (Fritz, Lam, &
Spreitzer, 2011) when individuals are embedded in relationships that
may be challenging, frustrating, irritating, or rude (Demerouti, Bak-
ker, Nachreiner, & Schaufeli, 2001). In this paper, we explore the
relatively underexamined influence of de-energizing relationships,
defined as negative relationships within the context of a work orga-
nization in which an individual has interactions that are perceived to
be draining (see Labianca & Brass, 2006). Although research has
demonstrated some dyadic effects of de-energizing relationships such
as people avoiding seeking information from someone (Casciaro &
Lobo, 2008), it is unclear whether de-energizing relationships detract
from individual performance. Are de-energizing relationships merely
a hassle or frustration, or do they impact people’s work performance
This article was published Online First March 23, 2015.
Alexandra Gerbasi, Department of Management, Technology, and Strat-
egy, Grenoble Ecole de Management; Christine L. Porath, Management
Department, Georgetown University; Andrew Parker, Department of Peo-
ple, Organizations, and Society, Grenoble Ecole de Management; Gretchen
Spreitzer, Management and Organizations Department, University of
Michigan; Rob Cross, Management Department, University of Virginia.
Alexandra Gerbasi and Christine Porath share first authorship. We thank
Joe Labianca and the anonymous reviewers for their invaluable comments
and feedback on this paper.
Correspondence concerning this article should be addressed to Alexan-
dra Gerbasi, 12 rue Pierre Sémard, 38003 Grenoble, France. E-mail:
alexandra.gerbasi@grenoble-em.com
This document is copyrighted by the American Psychological Association or one of its allied publishers.
This article is intended solely for the personal use of the individual user and is not to be disseminated broadly.
Journal of Applied Psychology © 2015 American Psychological Association
2015, Vol. 100, No. 5, 1423–1433 0021-9010/15/$12.00 http://dx.doi.org/10.1037/apl0000015
1423
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