Is it about task conflict or relationship conflict?

2017 ◽  
Vol 8 (3) ◽  
pp. 324-343
Author(s):  
Jianxun Chen ◽  
Songbo liu ◽  
Yue Wang ◽  
Tao Wang ◽  
Xueqiang Zheng
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Behavior ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Exploratory Learning ◽  
Learning Behavior ◽  
Content Type ◽  
Ceo Leadership ◽  
The Relationship

Purpose Based on the team conflict theory and organizational learning theory, this study aims to discuss the two different types of conflicts of the top management team (TMT) on the different mechanisms of exploratory learning behavior of firms, and, based on the perspective of CEO-TMT (CEO – chief executive officer) interface, the different moderating effects caused by different CEO leadership styles are clarified. Design/methodology/approach Using the sample of 193 firms’ samples with multi-source data, the authors take an empirical test of the theoretical framework. Findings The effect of task conflict on exploratory learning behavior was insignificant, and relationship conflict had a positive effect on exploratory learning behavior. However, when CEO’s transformational leadership level was high, or transactional leadership level was low, there existed “bathtub curve” relationship between task conflict and exploratory learning behavior, and the relationship conflict under these conditions strengthened exploratory learning behavior. When CEO’s transactional leadership level was high, or transformational leadership level was low, there existed the inverted U-shaped relationship between task conflict and exploratory learning behavior, and the relationship conflict under such conditions weakened exploratory learning behavior. Originality/value First, the authors challenge the assumption of linear mechanism of task conflict, trying to build the mechanism of curve hypothesis, and the nonlinear explanation might be able to integrate the inconsistent results in the existing literature. Second, according to the inconsistent results of relationship conflict in existing literature, this study takes perspective of the CEO-TMT and introduces CEO leadership behavior as a moderating variable to test the moderating effect of CEO leadership and clarifies the boundary conditions of TMT conflicts.

Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael K. Mickson ◽  
Alex Anlesinya ◽  
Ebenezer Malcalm
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Local Government ◽  
Transactional Leadership ◽  
Diversity Climate ◽  
Content Type ◽  
Intrinsic Job Satisfaction ◽  
The Relationship

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

An empirical investigation of high-risk occupations

2014 ◽  
Vol 37 (4) ◽  
pp. 367-384 ◽  
Author(s):  
Lisa M. Russell
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
High Risk ◽  
Leadership Behavior ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Hierarchical Regression Analysis ◽  
Content Type ◽  
Bivariate Correlation ◽  
The Relationship

Purpose – The purpose of this study is to analyze the relationship between stress and burnout in high-risk occupations and how leadership moderates this relationship. Thus, the primary research question addressed within this study is: What is the relationship between stress and burnout in high-risk occupations as governed by transformational leadership behavior? Design/methodology/approach – An analysis of primary data obtained by survey from 379 police officers from nine southern and southwestern agencies was conducted. Hierarchical regression analysis, multiple moderated hierarchical regression analysis, bivariate correlation analyses and other statistical methods are used. Findings – Results indicate police stress exacerbates perceived burnout. Transformational leadership influences this relationship such that high levels of perceived transformational leadership attenuates the negative relationship between stress and burnout, but less so under highly stressful conditions. Findings have strong implications for leaders in high-risk occupations where bureaucracy, departmental policy, and life and death decision-making intersect. Research limitations/implications – This study can be used as a basis for further inquiry into the effects of transformational leadership on individuals' perceptions of performance, behavioral and psychological criterion variables in high-risk occupations. Practical implications – The assessment of relationships among stress and burnout in high-risk occupational settings potentially allows managers to better understand how to structure supervisor-subordinate relationships in order to minimize the effects of stress on perceived burnout and provides a more realistic view of how individuals in high-risk occupations are influenced by leader behaviors under stressful conditions. Originality/value – This study is thought to be the only one to evaluate the moderated relationships among stress, transformational leadership and burnout in high-risk occupations characterized by increasingly stressful circumstances. More specifically, the notion that individuals in high-risk occupations perceive burnout differently than those in less-risky occupations is not prevalent in the literature.

Why does leader attention scope matter for innovation ambidexterity? The mediating role of transformational leadership

2016 ◽  
Vol 37 (7) ◽  
pp. 912-935 ◽  
Author(s):  
Xiaofeng Zheng ◽  
Zhiying Liu ◽  
Xiuyuan Gong
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Leadership Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Upper Echelons Theory ◽  
Attention Scope ◽  
The Relationship

Purpose The purpose of this paper is to explore the role leader attention plays in the nurture of transformational leadership (TL) behavior, as well as the mechanism by which TL affects innovation ambidexterity, this research empirically studied the relationship between leader attention scope (LAS) and innovation ambidexterity (exploratory innovation and exploitative innovation) through the mediating role of TL. Further, the moderating effect of environmental dynamism (ED) on the relationship between TL and innovation ambidexterity was examined. Design/methodology/approach Empirical study was adopted by distributing questionnaires to high echelon leaders in mainland China to assess related variables. Structural equation modeling was used to examine the relationships of the variables based on the 188 returned questionnaires. Findings The results show that LAS had a positive effect on innovation ambidexterity, and the relationship was partially mediated by TL. ED negatively moderated the relationship between TL and innovation ambidexterity. Practical implications The results suggest that upper echelon leaders receive more unfamiliar, outward-oriented, and source-diverse information to broaden their attention scope. The broad outlook they get obliges them to engage in TL behavior which is beneficial for innovation ambidexterity. Originality/value Based on upper echelons theory, this research reveals the realization mechanism of innovation ambidexterity from the perspectives of leader attention and leadership behavior. This paper avoids the previous research limitation of prevalently employing demographic measurements to substitute for leaders’ psychological processes. The study of LAS also explains the formation mechanism of TL. ED is considered to examine the effectiveness of TL.

How does network position influence project performance in Chinese megaprojects? An inter-organizational conflict-based perspective

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cong Liu ◽  
Jiming Cao ◽  
Guangdong Wu ◽  
Xianbo Zhao ◽  
Jian Zuo
Keyword(s):  
Project Performance ◽  
Network Governance ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Organizational Conflict ◽  
Structural Holes ◽  
Content Type ◽  
Network Position ◽  
The Impact ◽  
The Relationship

Purpose This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects. Design/methodology/approach Centrality and structural holes were used to represent network position. A theoretical model was developed, and a structured questionnaire survey was conducted with construction professionals involved in megaprojects. A total of 291 valid responses were obtained, which were analyzed via structural equation modeling. Findings The results showed that centrality negatively impacts project performance, while structural holes do not significantly impact project performance. Centrality negatively affects task conflicts, but positively affects process conflicts and relationship conflicts. Structural holes positively impact task conflicts, but negatively impact both process conflicts and relationship conflicts. Task conflict and relationship conflict exert constructive and destructive effects on project performance, respectively, while process conflict does not significantly impact project performance. Task conflict and relationship conflict play mediating roles. Task conflict weakens while relationship conflict strengthens the relationship between centrality and project performance. Task conflict strengthens while relationship conflict weakens the relationship between structure hole and project performance. Research limitations/implications This study provides a reference for the implementation of network governance, inter-organizational conflict management and project performance management in megaprojects. However, the impact of dynamic changes of inter-organizational conflicts and network position on project performance has not been discussed in the context of megaprojects. Future research may explore the impact of dynamic changes of conflicts and network position on project implementation. Originality/value This study increases the current understanding of the impact of network position on project performance. Moreover, a new direction for network governance in the context of megaprojects is provided. This study also verified both the constructive and destructive effects of conflicts and the mediating role they play, thus supplementing the literature on inter-organizational conflict management in the construction field.

The dual effects of task conflict on team creativity

2019 ◽  
Vol 30 (1) ◽  
pp. 132-154 ◽  
Author(s):  
Eun Kyung Lee ◽  
Ariel C. Avgar ◽  
Won-Woo Park ◽  
Daejeong Choi
Keyword(s):  
Transformational Leadership ◽  
Harmful Effect ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Creativity ◽  
Content Type ◽  
Team Conflict ◽  
Positive Direct ◽  
The Impact

PurposeThe purpose of this paper is to explore the dual effects of task conflict on team creativity and the role of team-focused transformational leadership (TFL) as a key contingency in the task conflict–team creativity relationship.Design/methodology/approachData were collected from 325 teams across ten large companies in South Korea. The study tested the hypothesized moderated mediation model using an SPSS macro (PROCESS, Hayes, 2008).FindingsResults showed that task conflict is directly and positively related to team creativity and is negatively and indirectly related to team creativity via relationship conflict. Furthermore, the study found that team-focused TFL moderates all paths through which task conflict affects team creativity. Specifically, team-focused TFL enhances the positive direct effect of task conflict and alleviates the negative indirect effects of task conflict on team creativity.Research limitations/implicationsAlthough this study could not test the causal chains of the proposed relationships owing to a cross-sectional nature of data, the present research provides theoretical implications for the conflict, leadership and team creativity literatures. The study highlights the role of transformational leadership in the process through which team conflict is managed so as to increase team creativity.Practical implicationsTo capitalize on the creativity-related benefits associated with task conflict, managers will need to pay attention to the role they can play and their leadership that emphasizes collective goals and identity. Managers and team leaders are also expected to intervene in conflict situations to minimize the harmful effect of task conflict that may take place owing to the association between task conflict and relationship conflict.Social implicationsThe findings will have implications for any social contexts where people work together toward common goals. In such contexts, the study emphasizes the role of leadership in teams to use the creative potential associated with different opinions and values regarding what and how work to be completed.Originality/valueThe study’s examination of the dual paths through which task conflict affects team creativity brings insights into why the impact of task conflict on team creativity has been inconsistent or unclear in past research. This paper also articulates a leader’s role in teams in relation to managing team conflict to increase team creativity.

Leadership, work stress and employee behavior

2014 ◽  
Vol 8 (1) ◽  
pp. 109-126 ◽  
Author(s):  
Yan-Hong Yao ◽  
Ying-Ying Fan ◽  
Yong-Xing Guo ◽  
Yuan Li
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Work Stress ◽  
Distribution System ◽  
Leadership Behavior ◽  
Reliability And Validity ◽  
Negative Behavior ◽  
Employee Behavior ◽  
Content Type

Purpose – This paper aims to explore the influences of leadership and work stress on employee behavior, and the moderating effects of transactional and transformational leadership on the relationship between work stress and employee negative behavior. Design/methodology/approach – Using convenience sampling method, the authors investigated employees from 20 firms in different places and industries, and 347 valid questionnaires were collected. SPSS18.0 statistical analysis software was used for reliability and validity analysis, descriptive statistics, correlation analysis and hierarchical regression analysis to test the hypothesis. Findings – The empirical results show that there is a positive correlation between work stress and employee negative behavior. Transformational leadership has negative impacts on work stress and employee negative behavior, whereas transactional leadership has positive influences. Moreover, transactional leadership strengthens the influence of work stress on employee negative behavior, whereas transformational leadership has no moderating effect. Practical implications – First, enterprises should take employees’ stress tolerance into account in selection and recruitment, and enhance stress management. Second, by demonstrating inspirational vision and personal charisma, open leadership style, rather than short-term transactional behavior, will motivate subordinates more effectively. Finally, distribution system should be improved to achieve principle and procedural justice. Originality/value – The paper extends the research on employee behavior by investigating the impacts of leadership and work stress. According to Chinese social, economic and cultural characteristics, this research examines the influence of contemporary Chinese mindset and pluralistic values on employee behavior. Open leadership is proposed as a new leadership style, which contributes to improving leadership behavior and preventing negative behavior in workplace.

The relationship between R&D team diversity and team creativity

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jinyong Kim ◽  
Chanhoo Song
Keyword(s):  
Transformational Leadership ◽  
Mediating Effect ◽  
Task Conflict ◽  
Team Leaders ◽  
Multiple Sources ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Team Diversity ◽  
The Relationship

PurposeThis study aims to explore how and what type of team diversity is related to team creativity in R&D organizations, incorporating conflict as a mediator and transformational leadership as a moderator.Design/methodology/approachSurvey questionnaires were used to collect data from 24 Korean R&D teams (185 team members, 24 team leaders and 24 managers) in the public and private sectors. The dependent variable, team creativity, was measured by questioning R&D team managers to whom R&D team leaders report directly, and the antecedents, mediator and moderator were answered by team members and their leaders.FindingsThe data confirmed that team diversity, particularly informational diversity, was positively associated with team creativity. However, conflict did not show a significant mediating effect between team diversity and creativity. Transformational leadership had a negative moderating effect between informational diversity and task conflict in such a way that when transformational leadership was high, teams with higher informational diversity showed lower task conflict between team members.Originality/valueA growing number of R&D projects require interdisciplinary efforts resulting in incorporating scientists and engineers from multiple disciplines, and growing numbers of women and minorities now choose careers in science and technology. Naturally, R&D project teams have become more diverse than before. This study provides empirical evidence from multiple sources, showing both mediating and moderating effects on the relationship between R&D team diversity and creativity.

CEO transformational and transactional leadership and organizational innovation

2016 ◽  
Vol 54 (7) ◽  
pp. 1542-1568 ◽  
Author(s):  
Bhaskar Prasad ◽  
Paulina Junni
Keyword(s):  
Transactional Leadership ◽  
Organizational Innovation ◽  
Leadership Behavior ◽  
Chief Executive ◽  
Environmental Dynamism ◽  
Content Type ◽  
Ceo Leadership ◽  
The Usa ◽  
Transformational And Transactional Leadership

Purpose – Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation. The purpose of this paper is to examine the influence of chief executive officer (CEO) transformational and transactional leadership on organizational innovation. The authors examine the moderating role of environmental dynamism. Design/methodology/approach – The authors collected survey-based data from top management team members in 163 companies in services, construction, manufacturing and other industries in the USA. The authors used multiple regression analyses to test the study hypotheses. Findings – The empirical findings indicate that CEO transformational and transactional leadership behaviors positively influence organizational innovation. However, organizations benefit more from transformational leadership in dynamic environments. Originality/value – This study highlights the role of CEO leadership behavior in the pursuit of organizational innovation. Significantly, the study shows that both transformational and transactional leadership can enhance organizational innovation. However, their effectiveness is contingent on environmental dynamism. This contributes to the firm innovation literature by clarifying how specific types of CEO leadership influence organizational innovation in different environmental conditions.

The efficacy of contractual governance on task and relationship conflict in inter-organisational transactions

2019 ◽  
Vol 30 (1) ◽  
pp. 65-86 ◽  
Author(s):  
Jingya You ◽  
Yongqiang Chen ◽  
Yuanyuan Hua ◽  
Wenqian Wang
Keyword(s):  
Construction Industry ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Content Type ◽  
Final Sample ◽  
Relationship Conflicts ◽  
Hierarchy Analysis ◽  
Contractual Governance ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to explain how contractual complexity, including contractual control, coordination and adaptation, makes a difference to the task and relationship conflict, and then, to investigate the moderating roles played by both, total interdependence and interdependence asymmetry, in altering the association between the two types of conflicts. Design/methodology/approach This study obtained data through a questionnaire survey in the Chinese construction industry and the final sample consisted of 232 responses. The data were analysed using hierarchy analysis using SPSS. Findings The results are as follows: first, higher contractual control and coordination reduce the level of relationship conflicts, and higher contractual coordination also reduces the level of task conflicts; second, task conflict positively affects relationship conflict; third, task conflict mediates the relationship between contractual coordination and relationship conflict; and finally, when total interdependence is higher, task conflict induces more relationship conflict. On the contrary, high interdependence asymmetry weakens the positive relationship between task and relationship conflicts. Practical implications This study highlights the importance of contracts in conflict management. The findings can guide practitioners in drafting suitable contracts to deal with task and relationship conflicts more effectively. Originality/value This study differentiates the effects of distinct components of contracts on task and relationship conflicts, and then reveals the contingent effects of interdependence on the relationship between task and relationship conflicts in inter-organisational transactions.

Differentiated transformational leadership, conflict and team creativity: an experimental study in China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peihua Dai ◽  
Mingming Feng ◽  
Jing Wang
Keyword(s):  
Transformational Leadership ◽  
Negative Impact ◽  
Positive Impact ◽  
Mediating Effect ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Creativity ◽  
Content Type ◽  
Team Conflict ◽  
New Perspective

Purpose The authors investigated the impacts of differentiated transformational leadership (TFL), including team-focused TFL and individual-focused TFL, on team creativity through the mediating effect of team conflict, consisting of task conflict and relationship conflict.Design/methodology/approach The authors designed and conducted a close-to-reality experiment, enrolling 180 students and six professors from a large Chinese university. Student participants worked on a real marketing project and professor participants imitated the behaviors of transformational leaders. Using the computed values of team-focused TFL, individual-focused TFL, team creativity, task conflict and relationship conflict, the authors assessed the relationship among differentiated TFL, team creativity and team conflict.Findings Team-focused TFL has a significantly positive impact on team creativity through the mediating effect of task conflict, whereas individual-focused TFL has a significantly negative impact on team creativity through the mediating effect of relationship conflict.Originality/value From a new perspective of team conflict, the authors revealed the “black box” of the differentiated TFL–team creativity relationship. Moreover, other determinants were well controlled in the experiment, and thus, the authors effectively clarified the intervening mechanism of differentiated TFL on team creativity through the mediating effect of team conflict.

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