The non‐linear influence of the frequency of interactions between team managers and team members on positive team mood: a moderated model

Based on contradictory arguments about whether the frequency of the interactions between team managers and the teams they manage is positive or negative for teams, we hypothesize a curvilinear relationship. Focusing on positive team mood and based on the leadership literature and the conservation of resources theory, we hypothesize an inverted‐U‐shaped relationship. In addition, adding arguments from the substitutes for leadership theory, we propose that this curvilinear relationship is moderated by team potency and tenure. Hypotheses were tested using panel data collected in a sample of 55 work teams by means of hierarchical non‐lineal regression. Results show that, as expected, the relationship between the frequency of the interactions and positive team mood was curvilinear and moderated by team potency and team tenure. As expected, the curve became increasingly convex downward as team tenure increased. However, for team potency, the results were contrary to what was expected. The results have important implications for planning the frequency of managers’ interactions with their teams, and they indicate the importance of considering team tenure and potency as contextual moderators. Practitioner points Our study shows that the frequency with which team managers interact with team members to discuss work, organizational, and team functioning issues is a relevant predictor of positive team mood. More frequent interactions do not always foster positive team mood. Average interaction levels, as perceived by team members, are more effective than low or high levels. Managers should adapt the frequency of the interactions to the characteristics of the teams managed, particularly their tenure and potency.