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When team members' values differ: The moderating role of team leadership

Author

Listed:
  • Klein, Katherine J.
  • Knight, Andrew P.
  • Ziegert, Jonathan C.
  • Lim, Beng Chong
  • Saltz, Jessica L.

Abstract

Integrating theory and research on values, diversity, situational strength, and team leadership, we proposed that team leadership moderates the effects of values diversity on team conflict. In a longitudinal survey study of national service teams, we found significant, but opposite, moderating effects of task-focused and person-focused leadership. As predicted, task-focused leadership attenuated the diversity-conflict relationship, while person-focused leadership exacerbated the diversity-conflict relationship. More specifically, task-focused leadership decreased the relationship between work ethic diversity and team conflict. Person-focused leadership increased the relationship between traditionalism diversity and team conflict. Team conflict mediated the effects of the interactions of leadership and values diversity on team effectiveness.

Suggested Citation

  • Klein, Katherine J. & Knight, Andrew P. & Ziegert, Jonathan C. & Lim, Beng Chong & Saltz, Jessica L., 2011. "When team members' values differ: The moderating role of team leadership," Organizational Behavior and Human Decision Processes, Elsevier, vol. 114(1), pages 25-36, January.
    • Handle: RePEc:eee:jobhdp:v:114:y:2011:i:1:p:25-36
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    Citations

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    Cited by:

    1. Anup Banerjee & Mattias Nordqvist & Karin Hellerstedt, 2020. "The role of the board chair—A literature review and suggestions for future research," Corporate Governance: An International Review, Wiley Blackwell, vol. 28(6), pages 372-405, November.
    2. Somendra Narayan & Jatinder S. Sidhu & Henk W. Volberda, 2021. "From Attention to Action: The Influence of Cognitive and Ideological Diversity in Top Management Teams on Business Model Innovation," Journal of Management Studies, Wiley Blackwell, vol. 58(8), pages 2082-2110, December.
    3. Resick, Christian J. & Murase, Toshio & Randall, Kenneth R. & DeChurch, Leslie A., 2014. "Information elaboration and team performance: Examining the psychological origins and environmental contingencies," Organizational Behavior and Human Decision Processes, Elsevier, vol. 124(2), pages 165-176.
    4. Crockett, David & Downey, Hilary & Fırat, A. Fuat & Ozanne, Julie L. & Pettigrew, Simone, 2013. "Conceptualizing a transformative research agenda," Journal of Business Research, Elsevier, vol. 66(8), pages 1171-1178.
    5. McCarter, Matthew W. & Wade-Benzoni, Kimberly A. & Kamal, Darcy K. Fudge & Bang, H. Min & Hyde, Steven J. & Maredia, Reshma, 2020. "Models of intragroup conflict in management: A literature review," Journal of Economic Behavior & Organization, Elsevier, vol. 178(C), pages 925-946.
    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. George, Charles & Gibson, Cristina B. & Barbour, Jennifer, 2022. "Shared leadership across cultures: Do traditionalism and virtuality matter?," Journal of International Management, Elsevier, vol. 28(1).

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