This paper aims to identify social performance behaviors and their outcomes, avoiding conflation with other concepts such as personality traits or skills. This study provides theoretical insight into how and why social performance behaviors lead to social effectiveness outcomes.
This study involved interviewing and conducting focus groups with 44 participants. Grounded theory methodology was used to analyze the qualitative data produced from participants.
Analysis of participants’ responses revealed three categories of social performance behaviors: conversation behaviors, nonverbal communication behaviors, and networking behaviors. The study identified proximal and distal social effectiveness outcomes and clearly separated them from social performance behaviors to avoid conceptual conflation. The authors created a conceptual model explaining how and why social performance behaviors lead to various outcomes, enhancing understanding of the causal links between social behaviors and interpersonal results.
A limitation of this study is that the conceptual model could not capture all social performance behaviors and outcomes. Future research should test the linkages proposed in the model and consider contextual factors.
This study identifies specific behaviors that can create desired interpersonal outcomes in the work environment. Training can be developed to teach individuals how to use these social performance behaviors, and behavioral flexibility can be encouraged.
This study represents an initial step towards comprehensive theory building within the social competence domain. This study both identifies important social performance behaviors and outcomes and explains how and why they are connected.
