Work groups shape members’ behavior, and they also help explain the performance of the group itself. Some defining group properties are roles, norms, status, size, cohesiveness, and diversity. Let’s begin with the first group property, roles. A role is a set of expected behavior patterns attributed to someone occupying a given position in a social unit.

Different groups impose different role requirements on individuals. Our view of how we’re supposed to act in a given situation is a role perception. Role expectations are the way others believe you should act in a given context. A U.S. federal judge is viewed as having propriety and dignity, while a football coach may be seen as aggressive, dynamic, and inspiring to the players.

In the workplace, we look at role expectations through the perspective of the psychological contract: an unwritten agreement that exists between employees and employers. This agreement sets out mutual expectations. Management is expected to treat employees justly, provide acceptable working conditions, clearly communicate, and give feedback. Employees are expected to demonstrate a good attitude, follow directions, and show loyalty to the organization.

When compliance with one role requirement may make it difficult to comply with another, the result is role conflict. At the extreme, two or more role expectations may be contradictory. Similarly, we can experience interrole conflict when the expectations of our different, separate groups are in opposition. The degree to which we comply with our role perceptions and expectations can be surprising.