Abstract
Research on expressions of gratitude has shown that they have many positive effects for both the expresser and the receiver. However, most of the literature has focused on individuals and dyads while overlooking the broader team-level contexts in which many workplace gratitude expressions occur. We examine this team context and argue that high levels of received gratitude expression disparity—wherein a small number of people receive most gratitude expressions within the team—is associated with low psychological safety climate, ultimately hurting team performance and customer satisfaction. We further propose that these effects are strongest when friendship disparity in the team is also high. We tested our model in a sample of teams from a large microfinance organization, employing a cross-lagged, multisource design. Our results supported our hypotheses, emphasizing the nuanced impact of received gratitude expressions within teams and highlighting the importance of patterns of affective expression on team outcomes. Implications for theory and practice are discussed.
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