Mingjian Zhou and Shuisheng Shi
The purpose of this paper is to extend our understanding of the role of leaders in team relationship conflict. Leader-member exchange (LMX) differentiation was hypothesized to be…
Abstract
Purpose
The purpose of this paper is to extend our understanding of the role of leaders in team relationship conflict. Leader-member exchange (LMX) differentiation was hypothesized to be positively related to team relationship conflict. Additionally, ethical leadership was hypothesized to moderate relations between LMX differentiation and team relationship conflict.
Design/methodology/approach
Hypotheses were examined in a sample of 79 working teams. Data were collected via a questionnaire containing measures of LMX, team relationship conflict and ethical leadership.
Findings
Hypotheses were supported by the data. LMX differentiation was positively related to team relationship conflict, and ethical leadership weakened the relationship between LMX differentiation and team relationship conflict.
Originality/value
This is the first theoretical analysis and empirical study of relationships between LMX differentiation and team relationship conflict. Theoretically, by using LMX theory to account for team-level outcomes, this study extended power of LMX theory. Practically, these results suggest that leaders may be responsible for team relationship conflict.
Details
Keywords
Yating Wang, Mingjian Zhou, Hong Zhu and Xuehua Wu
This paper aims to explore the mechanism underlying the relationship between abusive supervision differentiation (ASD) and team performance. The moderating roles of inter-team and…
Abstract
Purpose
This paper aims to explore the mechanism underlying the relationship between abusive supervision differentiation (ASD) and team performance. The moderating roles of inter-team and intra-team competitive climate are also examined.
Design/methodology/approach
This research collects data from 419 employees and 71 supervisors from hospitals and financial companies in China. Techniques include descriptive statistics and hierarchical multiple regression are applied to analyze the data.
Findings
This research finds that (1) team relationship conflict mediated the relationship between ASD and team performance and (2) intra-team competitive climate strengthened the indirect relationship between ASD and team performance through team relationship conflict.
Practical implications
The results indicate that organizations should take measures to minimize the occurrence of abusive supervision. Team leaders should increase self-control and avoid abusing employees. Furthermore, organizations should establish an open and fair reward and punishment system to avoid cutthroat competition.
Originality/value
This study advances our knowledge of how ASD results in poor team effectiveness. This contributes to the literature by identifying team relationship conflict as a mediating mechanism linking the negative association of ASD with team performance. Additionally, competitive climate enriches the individual-focused team-level model of abusive supervision.