Meeting madness: counterproductive meeting behaviours and personality traits

an article by Michael Yoerger, John Crowe, Joseph A. Allen and Johanna Jones (University of Nebraska at Omaha, USA) published in International Journal of Management Practice Volume 10 Number 3 (March 2017)

Abstract

When used effectively, workplace meetings serve as an invaluable opportunity for co-workers to achieve organisational objectives. However, meetings are often regarded as inefficient, unproductive, and a waste of time. Owing to meeting attendee frustration, there can be detrimental impact on employee wellbeing.

In this paper, we examine the impact of a specific type of meeting behaviour, counterproductive meeting behaviours (CMBs), which include non-constructive criticism and complaints on perceptions of meeting effectiveness. Additionally, we explore the potential moderating influence of personality characteristics on this relationship.

While meeting leaders may take great efforts in designing meetings based on good meeting practices supported by research, meeting outcomes could be largely influenced by the individual personality characteristics of meeting attendees.

This research is aimed at developing a greater understanding of how individual differences, namely personality traits, play a role in meeting interactions and outcomes. Respondents completed a survey that measured CMBs, personality characteristics, and meeting effectiveness.

Our findings indicate CMBs are negatively related to perceived meeting effectiveness. Additionally, the negative relationship was stronger for individuals who possess higher levels of agreeableness and stronger for individuals possessing lower levels of extraversion.

We discuss implications for managers and meeting attendees.

---