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Teams' reactions to conflict and teams' task and social outcomes: The moderating role of transformational and emotional leadership

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  • Ayoko, Oluremi B.
  • Callan, Victor J.

Abstract

Summary This research examines the impact of various leadership behaviours on outcomes in 97 teams. In particular, the research applied the frameworks used from studies of transformational leadership and emotional leadership to examine the impact of specific features of team leader style in determining team performance, as well as influencing social outcomes for team members. Leader behaviours that involved higher levels of emotional management were strongly related to improved levels of task performance. Results also revealed that higher levels of inspiration and communication of vision by leaders were directly associated with lower levels of bullying by team members. The findings were discussed in terms of the important role that leaders need to play in managing conflict, emotions and their consequences for team performance.

Suggested Citation

  • Ayoko, Oluremi B. & Callan, Victor J., 2010. "Teams' reactions to conflict and teams' task and social outcomes: The moderating role of transformational and emotional leadership," European Management Journal, Elsevier, vol. 28(3), pages 220-235, June.
    • Handle: RePEc:eee:eurman:v:28:y:2010:i:3:p:220-235
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    Citations

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    Cited by:

    1. Jengchung Victor Chen & I-Han Lu & David C. Yen & Andree E. Widjaja, 2017. "Factors affecting the performance of internal control task team in high-tech firms," Information Systems Frontiers, Springer, vol. 19(4), pages 787-802, August.
    2. Maura MacPhee & Li-Lu Chang & Farinaz Havaei & Wen-Shan Chou, 2014. "A Descriptive Account of an Inter-Professional Collaborative Leadership Project," Administrative Sciences, MDPI, vol. 4(3), pages 1-27, September.
    3. Jengchung Victor Chen & I-Han Lu & David C. Yen & Andree E. Widjaja, 0. "Factors affecting the performance of internal control task team in high-tech firms," Information Systems Frontiers, Springer, vol. 0, pages 1-16.
    4. Li, Guiquan & Shang, Yufan & Liu, Haixin & Xi, Youmin, 2014. "Differentiated transformational leadership and knowledge sharing: A cross-level investigation," European Management Journal, Elsevier, vol. 32(4), pages 554-563.
    5. Jan Philipp Czakert & Rita Berger, 2022. "The Indirect Role of Passive-Avoidant and Transformational Leadership through Job and Team Level Stressors on Workplace Cyberbullying," IJERPH, MDPI, vol. 19(23), pages 1-19, November.
    6. Avinash D. Pathardikar & Sangeeta Sahu, 2014. "Can Visionary Leaders be Role Models for Collaborative Style of Conflict Handling among Teams in IT Organizations?," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 39(1), pages 103-120, February.
    7. Ayoko, Oluremi B. & Konrad, Alison M. & Boyle, Maree V., 2012. "Online work: Managing conflict and emotions for performance in virtual teams," European Management Journal, Elsevier, vol. 30(2), pages 156-174.
    8. José L. Ballesteros-Rodríguez & Nieves L. Díaz-Díaz & Inmaculada Aguiar-Díaz & Petra De Saá-Pérez, 2020. "The Role of Leadership in the Management of Conflict and Knowledge Sharing in the Research Groups of a Spanish Public University," Public Organization Review, Springer, vol. 20(2), pages 421-436, June.
    9. Jeffrey D'Silva & Adriana Ortega & Abdul Sulaiman, 2016. "Influence of Personal and Task Interdependence on Task Conflict and Team Effectiveness," Modern Applied Science, Canadian Center of Science and Education, vol. 10(4), pages 1-95, April.
    10. Efrat, Kalanit & Øyna, Stine, 2021. "An interaction orientation approach to SME-Intermediaries relationships," European Management Journal, Elsevier, vol. 39(4), pages 508-520.
    11. Ying Song & Zhenzhi Zhao, 2022. "Social Undermining and Interpersonal Rumination among Employees: The Mediating Role of Being the Subject of Envy and the Moderating Role of Social Support," IJERPH, MDPI, vol. 19(14), pages 1-20, July.

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