Conflicted About Coworkers: How Coworker Support Influences Engagement After Status Loss
Jennifer Carson Marr et al.
Abstract
People's needs for status and support are theoretically distinct, yet little research has considered how people cope with having one but not the other. We examine how people react to status loss as a function of whether they typically perceive their coworkers as supportive. Although social support is documented as a resource people can draw on to cope with failure at work, we argue that in the case of failures that implicate status (i.e., status loss), experiencing these events in a more supportive work group may not aid recovery and reengagement. Specifically, we predict that when the preexisting group context is one of more (rather than less) supportive coworkers, status loss may elicit greater ambivalence about those coworker relationships, triggering psychological reactions that undermine engagement. Consistent with this model, in a weekly experience sampling study of working adults (Study 1), having more supportive coworkers led to a stronger negative effect of weekly status loss on subsequent engagement. In scenario‐based (Study 2) and high‐involvement laboratory (Study 3) experiments featuring different manipulations of coworker support and status loss, we found that when individuals experienced status loss in more (rather than less) supportive work groups, status loss led to lower engagement because it heightened ambivalence about their coworker relationships, which triggered anxiety (Study 2), and self‐threat and hurt feelings (Study 3). Theoretical and practical implications are discussed.
1 citation
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.16 × 0.4 = 0.06 |
| M · momentum | 0.53 × 0.15 = 0.08 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.