Cultural diversity and leadership: A conceptual model of leader intervention in conflict events in culturally heterogeneous workgroups

Abstract

Purpose

To provide a new way of conceptualizing the leader's role in managing conflict for increased task and social outcomes in culturally heterogeneous workgroups (CHWs).

Design/methodology/approach

The objectives of the paper can be met by hypothesizing the proposed relationships and testing them quantitatively using multiple regression.

Findings

Finds that the effect of conflict in CHWs depends, in part, on the way the parties concerned manage it, and in particular the group leader.

Research limitations/implications

The major limitation of the current research is that it is theoretical. Future research will now need to test the propositions put forward in this paper.

Practical implications

The paper conceptually identified some skills and behaviors that are pertinent to effective leadership in culturally heterogeneous workgroups.

Originality/value

The model presented in the paper and the research emanating from it should assist in training leaders for these workgroups.

Citation

Ayoko, O.B. and Härtel, C.E.J. (2006), "Cultural diversity and leadership: A conceptual model of leader intervention in conflict events in culturally heterogeneous workgroups", Cross Cultural Management: An International Journal, Vol. 13 No. 4, pp. 345-360. https://doi.org/10.1108/13527600610713431