Antecedents of shared leadership: empowering leadership and interdependence

Purpose

– Shared leadership describes leadership as a collective and reciprocal activity distributed among the members of a team (Carson et al., 2007). The purpose of this paper is to investigate variables assumed to be antecedents for this leadership approach. In particular, the authors examine the importance of external empowering leadership and task and goal interdependence for shared leadership as well as the relationship between shared leadership and team performance.

Design/methodology/approach

– In order to test the hypotheses, the authors applied structural equation modeling using a field sample of 81 knowledge and manufacturing teams from a Danish company.

Findings

– Results indicated that an external empowering team leader and interdependence in the team significantly predicted the extent of shared leadership, which, in turn, was positively related to team leader ratings of team performance.

Research limitations/implications

– Overall, the study supports previous findings that the act of sharing leadership in a team may contribute to increased team performance. In addition, the study provides an initial understanding of antecedent conditions for the successful development of shared leadership. However, as the study was cross-sectional and conducted within a single organization, care must be taken in making causal claims or in generalizing the results without additional evidence.

Originality/value

– Few studies focus on the antecedents of sharing leadership. The authors obtained evidence, which suggests that the development of shared leadership may depend on the presence of an empowering team leader as well as task and goal interdependence in the team.

An Examination of the Interface between Context and Theory Applied to the Study of Chinese Organizations

This paper expands recent appeals for more context sensitive organizational research to include organizational theory. It does this by systematically examining the interface between theory and context, characterized herein as contextualizing theory (theories in context) and theorizing about context (theories of context). The results of this analysis challenge recent criticisms of Chinese organizational scholarship for relying too much on Western theory. As an alternative to discontinuing the practice of cross-context theory borrowing, ways of making this borrowing more context sensitive are explored. The use of context effects to explain organizational phenomena, as well as their essential contribution to all forms of cross-context scholarship, is also examined. In addition, specific suggestions are offered for overcoming the obstacles facing scholars engaged in cross-context theorizing, especially scholars in new research contexts interested in using and improving ‘mainstream’ theory.

Effectiveness of Chinese Teams: The Role of Conflict Types and Conflict Management Approaches

Findings based on 186 teams involving 689 employees, working in twelve Chinese state-owned factories in three cities, indicated that a cooperative in contrast to a competitive approach was related to perceived team effectiveness, as measured by both team managers and team members. The role of conflict types for team effectiveness, on the other hand, is ambiguous. Furthermore, conflict management approaches affect team perceptions of relational and task conflict. Results suggest that a cooperative conflict management approach may be equally useful for Chinese work teams, as it is for teams in the Western context.

Swim or Sink Together

This article investigates collective team identification and team member alignment (i.e., the existence of short- and long-term team goals and team-based reward structures) as moderators of the association between task and relationship conflicts. Being indicators of cooperative goal interdependence in teams, both moderators are hypothesized to mitigate the positive association between the two conflict types. Findings from 88 development teams confirm the moderating effect for collective team identification, but not for team member alignment. Moreover, the moderating role of collective team identification is found to be dependent on the level of task conflict: It is more effective in decoupling task and relationship conflicts at medium as compared with high or low levels of task conflict.

The Role of Leader Boundary Activities in Enhancing Interdisciplinary Team Effectiveness

This study examined how leaders’ internal and external activities mediate the relationship of functional heterogeneity and interteam goal interdependence to team effectiveness (in-role performance and innovation) in interdisciplinary teams. The results of the structural equation model from a sample of 92 interdisciplinary teams indicate that leaders’ internal activities fully mediate the relationship of team functional heterogeneity and interteam goal interdependence to team in-role performance. The leaders’ external activities were found to fully mediate the relationship of interteam goal interdependence to team innovation. We discuss the implications of these findings for both theory and practice.

Cross-functional bridge in dyadic relationship

Purpose

– This paper aims to examine the use of Cross-Functional Bridge (CFB) in dyadic relationships towards enhancing organisational performance. Prior research has flagged conflict in interfunctional relationships. Research on managing such conflict context is, however, limited.

Design/methodology/approach

– Analysing 20 in-depth interviews conducted in UK financial services organisations, this study explains how the CFB is used to manage interfunctional relationship conflict and enhance performance.

Findings

– This study underlines three core insights about intragroup working relationship: cultural and disciplinary differences and boundary fencing are core features of, and conflict drivers in, the accounting – marketing interface; CFB is a tool for analysing and managing these conflict drivers; and organisations that use this tool achieve improved organisational performance, an outcome that is enhanced and sustained through the team psychological enhancement factor of the conflict management strategy. Also, this study underlines the need to ensure a fit between conflict management strategy and conflict types.

Research limitations/implications

– This research has several limitations. It explores only accounting – marketing working relationship in UK financial services organisations. Also, it explores only relationship conflict and cultural and disciplinary diversity and boundary fencing factors. Finally, this study suggests a mediating influence of psychological well-being on the CFB – performance link, a conclusion that is based on a methodologically inadequate tool: causes and effects associations are better assessed quantitatively (Johnson and Onwuegbuzie, 2004).

Practical implications

– The paper highlights insights for analysing and resolving conflicts towards harmonious dyadic relationships. Importantly, managers who use the flagged CFB tool would achieve psychological enhancement in team, and extendedly enhanced organisational performance. Managers are reminded of the need to adequately address the emotional substances in relationship conflicts, as failure to do this will lead to conflict escalation, transformation and negative performance.

Originality/value

– The paper offers theory testing and theory building knowledge. The CFB insight is a major highlight, one that lays a brick for future development, especially concerning its modus operandi, motivators and how to maximize its performance value.

Conflict management styles, emotional intelligence and implicit theories of personality of nursing students: a cross-sectional study

BACKGROUND

Conflict management is an essential skill that nursing students need to master as conflict is unavoidable in clinical settings. Examining nursing students' conflict management styles and the associating factors can inform nurse educators on how to equip nursing students for effective conflict management.

OBJECTIVES

This study aimed at examining undergraduate nursing students conflict management styles in managing conflict with their supervisors in clinical placement. The associations of emotional intelligence and implicit theories of personality with conflict management styles were also investigated.

DESIGN

This is a cross-sectional quantitative survey.

SETTING

This study took place at a nursing school at a university in Hong Kong.

PARTICIPANTS

568 undergraduate nursing students participated in the study.

METHODS

Students completed a questionnaire which consisted of demographics, Measure of Implicit Theories of Personality, The Schutte Emotional Intelligence Scale (SEIS) and The Rahim Organizational Conflict Inventory-II (ROCI-II) and received a HKD 20 book coupon as compensation. The data were analyzed by descriptive statistics, reliability analyses, t-tests, correlational and linear regression analyses.

RESULTS

For managing conflict with clinical supervisors, students used obliging and integrating most frequently whereas used dominating least. Emotional intelligence was a significant predictor of all five conflict management styles. The higher the emotional intelligence, the more students used integrating, obliging, compromising and dominating. The lower the emotional intelligence, the more students used avoiding. There was a significant association between implicit theories of personality and compromising. The less malleable students perceived personality to be, the more they used compromising.

CONCLUSIONS

Emotional intelligence was significantly associated with all five conflict management styles while implicit theories of personality were significantly associated with compromising style only. Efforts of nurse educators to enhance students' conflict management skills and emotional intelligence to face conflicts in clinical settings are discussed.

Constructively Managing Conflicts in Organizations

Researchers have used various concepts to understand the conditions and dynamics by which conflict can be managed constructively. This review proposes that the variety of terms obscures consistent findings that open-minded discussions in which protagonists freely express their own views, listen and understand opposing ones, and then integrate them promote constructive conflict. Studies from several traditions also suggest that mutual benefit relationships are critical antecedents for open-minded discussion. This integration of research findings identifies the skills and relationships that can help managers and employees deal with their increasingly complex conflicts. Research is needed to deepen our understanding of the dynamics of open-minded discussion and the conditions that promote it as well as when open-mindedness is inappropriate. Training studies can test and show how the model of open-minded discussion supported by mutual benefit relationships can be applied in cross-cultural and other challenging settings.

Behavioral and emotional dynamics of two people struggling to reach consensus about a topic on which they disagree

We studied the behavioral and emotional dynamics displayed by two people trying to resolve a conflict. 59 groups of two people were asked to talk for 20 minutes to try to reach a consensus about a topic on which they disagreed. The topics were abortion, affirmative action, death penalty, and euthanasia. Behavior data were determined from audio recordings where each second of the conversation was assessed as proself, neutral, or prosocial. We determined the probability density function of the durations of time spent in each behavioral state. These durations were well fit by a stretched exponential distribution, with an exponent, , of approximately 0.3. This indicates that the switching between behavioral states is not a random Markov process, but one where the probability to switch behavioral states decreases with the time already spent in that behavioral state. The degree of this “memory” was stronger in those groups who did not reach a consensus and where the conflict grew more destructive than in those that did. Emotion data were measured by having each person listen to the audio recording and moving a computer mouse to recall their negative or positive emotional valence at each moment in the conversation. We used the Hurst rescaled range analysis and power spectrum to determine the correlations in the fluctuations of the emotional valence. The emotional valence was well described by a random walk whose increments were uncorrelated. Thus, the behavior data demonstrated a “memory” of the duration already spent in a behavioral state while the emotion data fluctuated as a random walk whose steps did not have a “memory” of previous steps. This work demonstrates that statistical analysis, more commonly used to analyze physical phenomena, can also shed interesting light on the dynamics of processes in social psychology and conflict management.

Virtual Team Effectiveness

The work of virtual teams is increasingly important to today’s organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.

Leaders’ transformational, conflict, and emotion management behaviors in culturally diverse workgroups

Purpose

Previous research has shown that diversity is related to both task and relationship conflict in groups. The purpose of this paper is to posit that leadership is an important factor for maintaining high group performance and morale under conditions of conflict. Specifically, the paper argues that leader conflict management, emotion management, and transformational behaviors determine the impact of conflict on group outcomes.

Design/methodology/approach

Data were collected from 585 people in 89 workgroups from eight public service organizations in Australia. The authors used hierarchical regression to test the hypotheses regarding group performance and morale. To test mediation and moderation, the authors followed the procedure outlined by Baron and Kenny. Finally, they used the formulas provided by Preacher, Rucker and Hayes to test for moderated mediation.

Findings

Results showed that diversity increased task conflict but was unrelated to relationship conflict. Both task and relationship conflict were negatively associated with group performance and morale, and effective leadership reduced these negative effects to zero. There was also a partial support for the authors’ theoretical model predicting that leadership moderates the indirect effect of diversity on group outcomes occurring through the mediator of conflict.

Research limitations/implications

A greater amount of variation in the diversity of work groups included in the sample would have been useful for overcoming problems of restriction of range, which likely reduced ability to observe an association between diversity and group outcomes. Based on the results, in order to prevent negative emotions from task and relationship conflict from damaging group performance, leaders of diverse groups can act to manage those emotions among their group members. Results from this study implicate conflict management training. While training for conflict management is beyond the scope of this research, further research should examine this issue.

Originality/value

The study extends research in the area of diversity, leadership and group work. In particular, it demonstrates that transformational leadership is an important factor for maintaining high group performance and morale under conditions of conflict. It also offers practical assistance to individuals entrusted with the responsibility of managing culturally diverse workgroups.

The Effects of Cognitive Appraisals of Communication Competence in Conflict Interactions: A Study Involving Western and Chinese Cultures

This study investigated differences between people from Western and Chinese cultures on perceived competence (effectiveness and appropriateness) of the other party’s communication during conflict. First, a pilot study with 30 employees in Singapore examined appraisals of communication competence in recalled intercultural conflict incidents. Western expatriates judged competence of the other party mainly on whether the communication style was direct and engaged, deemed to be judgments of effectiveness. However, host-nationals judged competence mainly on interactional skills and cultural knowledge, deemed to be judgments of appropriateness. Following the pilot study, a quasi-experimental study (128 Australian and 108 Chinese university students) showed that Australians discriminated between four different types of conflict styles more distinctly with effectiveness than appropriateness judgments and vice versa for Chinese. This supports the pilot work. Furthermore, both effectiveness and appropriateness judgments predicted relationship outcomes postconflict for both groups. For Australians, the trend of effectiveness judgments across the four conflict styles paralleled exactly the trend of their predictions for how much the relationship would improve postconflict, whereas their appropriateness judgments did not. For Chinese, neither competency judgments mirrored predictions on relationship improvement. However, their appropriateness judgments paralleled their predictions for level of status quo maintenance, but their effectiveness judgments did not. The evidence supports the hypothesis that people from different cultures hold dissimilar implicit cognitive theories of what defines in/competent communication in interpersonal conflict. The potent association of competency judgments with relational outcomes signals a new cognitive direction for conflict research, long fixated on behavioral manifestations.