scholarly journals The Effect of Styles of Leadership, Conflict Management and Communication Organization to Team Performance

2018 ◽  
Vol 5 (7) ◽  
Keyword(s):  
Conflict Management ◽  
Team Performance

Strategi Manajemen Konflik Sebagai Upaya Meningkatkan Kinerja Teamwork Tenaga Kependidikan

2016 ◽  
Vol 6 (1) ◽  
pp. 64
Author(s):  
Sri Wartini
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Management Strategy ◽  
Employee Performance ◽  
Individual Employee ◽  
Personal Performance

<p><em>The purpose of this research </em><em>is </em><em>to explain influence</em><em> of</em><em> </em><em>conflict</em><em> management</em><em> strategy </em><em>on teamwork</em><em> performance</em><em>. This kind of</em><em> conflict can happen to everyone and</em><em> in any places disregarding</em><em> status, income and position. Someone who ca</em><em>n not</em><em> manage conflict</em><em>s</em><em> will </em><em>have a</em><em> threat</em><em> for his</em><em> personal performance</em><em>,</em><em> and </em><em>unfortunately, </em><em>company’s performance will </em><em>also gain</em><em> the effect. </em><em>Accordingly</em><em>, we need a strategy to manage  conflict</em><em>s</em><em> as a</em><em>n</em><em> effort to create a good performance </em><em>for</em><em> individual employee performance a</em><em>s well as tha</em><em> team performance. </em><em>The p</em><em>opulation af this research is</em><em> the</em><em> entire educational employee</em><em>s</em><em> in UNNES by taking some samples using propotional sampling </em><em>to </em><em>around 88 samples</em><em>. </em><em>The result of this research  prove</em><em>s</em><em> that hypothesis stat</em><em>ing</em><em> “conflict</em><em> management</em><em> strategy” influenced positively and significantly </em><em>on</em><em> </em><em>teamwork performance</em><em> is accepted. This</em><em> explain</em><em>s that </em><em>conflict</em><em> management</em><em> strategy can give contribution to</em><em> the</em><em> teamwork performance through employee’s </em><em>ability</em><em> to accomodate ideas from partner</em><em>s</em><em> of work, avoid </em><em>disputes</em><em> by respect</em><em>ing</em><em> each other, </em><em>maintaining</em><em> communicati</em><em>on</em><em> and </em><em>conduct</em><em> colaboration </em><em>on</em><em> work</em><em>ing</em><em> method</em><em>s</em><em>. </em><em>It is s</em><em>uggest</em><em>ed</em><em> </em><em>that</em><em> this research should improve strateg</em><em>ies</em><em> in managing conflict</em><em>s</em><em> such as strat</em><em>egies</em><em> to compete </em><em>at</em><em> work by giving chance to other partner to use theirs skill in making decision and finding solution to solve the job.</em></p><em>Keywords: conflict management strategy, teamwork’s performance, educational employee</em>

Team leader’s conflict management styles and innovation performance in entrepreneurial teams

2020 ◽  
Vol 31 (3) ◽  
pp. 373-392 ◽  
Author(s):  
Jielin Yin ◽  
Muxiao Jia ◽  
Zhenzhong Ma ◽  
Ganli Liao
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Management Style ◽  
Innovation Performance ◽  
Paired Data ◽  
Content Type ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Activities ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective. Design/methodology/approach It is proposed in this study that team passion mediates the impact of team leader’s CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model. Findings The results show that a team leader’s cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader’s CMSs and TIP. The results also show that TEI moderates the relationship between the leader’s CMSs and team passion. Originality/value This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader’s CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship.

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

2020 ◽  
pp. 227853372096492
Author(s):  
Chayanika Bhayana ◽  
Vishal Gupta ◽  
Kirti Sharda
Keyword(s):  
Conflict Management ◽  
Conceptual Framework ◽  
Team Performance ◽  
Shared Leadership ◽  
Team Member ◽  
Positive Outcomes ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Team Outcomes

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.

scholarly journals Reaping the Rewards of Functional Diversity in Healthcare Teams: Why Team Processes Improve Performance

2018 ◽  
Vol 43 (3) ◽  
pp. 440-474 ◽  
Author(s):  
Anya Johnson ◽  
Helena Nguyen ◽  
Markus Groth ◽  
Les White
Keyword(s):  
Conflict Management ◽  
Role Conflict ◽  
Functional Diversity ◽  
Team Performance ◽  
Interpersonal Conflict ◽  
Relative Importance ◽  
Team Process ◽  
Team Processes ◽  
Healthcare Teams ◽  
Functionally Diverse

Functional diversity in healthcare teams—where members from different healthcare professions work together—is often advocated as the key to achieving quality patient outcomes. However, although functionally diverse teams promise much, they do not always deliver on that promise. Based on the informational diversity perspective, we argue that functional diversity increases role conflict and is an important factor that can help to explain why functional diversity does not always lead to effective team performance. We also argue that team processes play an important role in moderating the effect of functional diversity on role conflict and that depending on how functionally diverse healthcare teams are, certain team processes are more important than others for reducing role conflict thereby leading to improved team performance. We contrast two specific team processes (interpersonal conflict management and back up and helping) and argue for their relative importance depending on the level of functional diversity in healthcare teams. Data from 75 hospital teams support our differential predictions that interpersonal conflict management is a particularly important team process for reducing role conflict and improving team performance for teams with high functional diversity, whereas for teams with low functional diversity, back up and helping is a more important team process. These results have important implications for the management of functionally diverse healthcare teams. By identifying the relative importance of team processes, these results provide evidence for investing in team processes that enable healthcare teams to reap the rewards of functional diversity.

Why won’t task conflict cooperate? Deciphering stubborn results

2014 ◽  
Vol 25 (4) ◽  
pp. 333-358 ◽  
Author(s):  
Misty L. Loughry ◽  
Allen C. Amason
Keyword(s):  
Individual Differences ◽  
Conflict Management ◽  
Team Performance ◽  
Positive Relationship ◽  
Task Conflict ◽  
Empirical Literature ◽  
Content Type ◽  
Team Members ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support. Design/methodology/approach – We review the literature on task conflict and offer explanations for findings that contradict the expected positive relationship between task conflict and team performance. Findings – High levels of correlation among task, relationship and process conflict, and measurement and data analysis issues make it difficult to isolate the effects of each type of conflict. Group-level moderators, including values congruence, goal alignment, norms for debate and the group’s performance history and conflict history affect the relationship between task conflict and performance. The complex relationship between conflict and trust may cause task conflict to have mixed effects on performance. Individual differences and conflict management approaches also affect the relationship between task conflict and performance. Temporal issues and stages of group development are other relevant influences. Practical implications – To better achieve the theorized performance benefits of task conflict, a context characterized by trust is needed. Then norms fostering task conflict can be cultivated and employees can be trained in conflict management. Individual differences that affect team members’ ability to confidently accept task conflict can be considered in selection. Originality/value – Suggestions are presented for future research that may explain discrepant findings in the past empirical literature. In particular, it may be difficult for some team members to perceive task conflict in well-functioning teams. Measures of task conflict that avoid the use of words with a negative connotation should be tested.

Conflict management and performance of information technology development teams

2016 ◽  
Vol 22 (5/6) ◽  
pp. 242-256 ◽  
Author(s):  
Dmitriy Nesterkin ◽  
Tobin Porterfield
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Structural Equation ◽  
Technology Development ◽  
Team Cohesion ◽  
Software Systems ◽  
Negative Effects ◽  
Content Type ◽  
Team Members ◽  
Team Productivity

Purpose This research aims to investigate how team support and cohesion channel the effects of relationship conflict and its management on team productivity. Design/methodology/approach Questionnaire data were sampled from students working in groups to design software systems for companies. Structural equation methodology was used to estimate the proposed model. Findings The results indicate that the mediators (team support and cohesion) positively affect each other and team performance. The results support that the effects of conflict and conflict management on team performance are mediated by team support first and then indirectly through team cohesion. Research limitations/implications This paper empirically establishes the mechanisms through which conflict and its management affect team performance. The following limitations should be considered when generalizing the results of the study: team-level phenomena were assessed using perceived measures of individual team members and an academic setting was used for data collection. Practical implications The findings indicate that team support plays an important role in protecting the team from the negative effects of conflict and that team support contributes to the development of team cohesion. Originality/value This work is one of the first to evaluate the mechanisms of team support and cohesion through which team conflict and its management affect team performance.

CONFLICT, CONFLICT MANAGEMENT, AND PERFORMANCE IN ERP TEAMS

2007 ◽  
Vol 35 (8) ◽  
pp. 1035-1048 ◽  
Author(s):  
Huey-Wen Chou ◽  
Ying-Jung Yeh
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Critical Role ◽  
Management Strategies ◽  
Team Process ◽  
Erp Implementation ◽  
Team Members ◽  
Implementation Team ◽  
Positive Effects ◽  
And Performance

The effects of team process on team performance in ERP implementation teams were investigated. Data collected from 103 companies in Taiwan that had completely or mostly implemented ERP systems were analyzed. We found positive effects of cohesiveness on team performance, which suggests the critical role of cohesiveness on determining ERP implementation team success. The significant direct and positive effects of problem-solving and compromising strategy on team performance partially conform to previous research (Montoya-Weiss, Massey, & Song, 2001). The results suggest that in order to deal effectively with different degrees of conflict situation, team members ought to learn various conflict management strategies.

Sign in / Sign up

Export Citation Format

Share Document