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The Role of Shared Leadership in Managing Conflicts in Multigenerational Teams: A Research Framework

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  • Chayanika Bhayana
  • Vishal Gupta
  • Kirti Sharda

Abstract

With multigenerational teams becoming ubiquitous in contemporary organisations, this article aims to address the need to understand the dynamics within such teams. The study proposes a conceptual framework to examine the role of shared leadership in multigenerational teams in promoting positive team outcomes for such teams. Potential differences in work values, attitudes and behaviours among different generations are likely to predispose multigenerational teams to a higher probability of conflicts, which may negatively impact team outcomes. The study posits that if shared leadership emerges in multigenerational teams, it is likely to promote the adoption of cooperative conflict management styles and inhibit the adoption of competitive and avoidant styles, thereby leading to positive outcomes like team performance and team member satisfaction. By proposing conflict management styles as an important mechanism through which shared leadership promotes positive team outcomes, the study intends to contribute to the emerging literature on shared leadership and conflict management in multigenerational teams.

Suggested Citation

  • Chayanika Bhayana & Vishal Gupta & Kirti Sharda, 2021. "The Role of Shared Leadership in Managing Conflicts in Multigenerational Teams: A Research Framework," Business Perspectives and Research, , vol. 9(2), pages 252-268, May.
    • Handle: RePEc:sae:busper:v:9:y:2021:i:2:p:252-268
    DOI: 10.1177/2278533720964928
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    References listed on IDEAS

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    1. Lionel P. Robert & Sangseok You, 2018. "Are you satisfied yet? Shared leadership, individual trust, autonomy, and satisfaction in virtual teams," Journal of the Association for Information Science & Technology, Association for Information Science & Technology, vol. 69(4), pages 503-513, April.
    2. Xin‐an Zhang & Qing Cao & Dean Tjosvold, 2011. "Linking Transformational Leadership and Team Performance: A Conflict Management Approach," Journal of Management Studies, Wiley Blackwell, vol. 48(7), pages 1586-1611, November.
    3. Dean Tjosvold & Nancy Yifeng Chen & Xu Huang & Da Xu, 2014. "Developing Cooperative Teams to Support Individual Performance and Well-Being in a Call Center in China," Group Decision and Negotiation, Springer, vol. 23(2), pages 325-348, March.
    4. Guoquan Chen & Chunhong Liu & Dean Tjosvold, 2005. "Conflict Management for Effective Top Management Teams and Innovation in China," Journal of Management Studies, Wiley Blackwell, vol. 42(2), pages 277-300, March.
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    Cited by:

    1. Jose Arias-Pérez* & Juliana Chacón-Henao & Esteban López-Zapata, 2022. "Liderazgo compartido en equipos directivos y desempeno organizacional: el rol mediador del capital social," Estudios Gerenciales, Universidad Icesi, vol. 38(162), pages 32-44, March.

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