Bringing the Leader Back in: Why, How, and When Leadership Empowerment Behavior Shapes Coworker Conflict

Adamovic, Mladen; Gahan, Peter; Olsen, Jesse E.; Harley, Bill; Healy, Joshua; Theilacker, Max

doi:10.1177/1059601120917589

Cited by 11 publications

(6 citation statements)

References 118 publications

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“…An avenue for future research is the investigation of unfairness and conflict dynamics in the leader-member relationship (Giacomantonio et al, 2011;Ismail et al, 2012;Adamovic et al, 2020). In contrast, to the relationship between team members, the leader-member relationship is characterized by power and status differences.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

The vicious cycle of unfairness and conflict in teams

Adamovic

2020

IJCMA

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Purpose Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team environment, it is important to analyze the interrelationship between unfairness and conflict. However, only a few studies have done this and reported inconsistent results. Using negative reciprocity research as a theoretical foundation, this paper analyzes the interconnection between unfairness and conflict dimensions in the team context. This paper further integrates conflict management research to show employees and managers how to handle unfairness and conflict in teams. Design/methodology/approach The authors conducted a longitudinal survey study (three points in time) with 237 employees from different German organizations. Findings The results of cross-lagged structural equation modeling provide some evidence that interpersonal, procedural and informational unfairness predict relationship conflict and process conflict. Several of these effects become non-significant over time. Further, relationship and process conflict have several significant relationships with the unfairness dimensions, while task conflict did not have any significant relationship. The results also suggest that employees can break up the vicious cycle of unfairness and conflict by using a cooperative conflict management approach. Research limitations/implications This paper focuses on members of autonomous, interdependent and existing teams and the interpersonal relationship of a team member with her or his teammates. Future research could analyze leader-member relationships in different team types. Practical implications The application of cooperative conflict management enables employees to break up the vicious cycle of unfairness. Originality/value This paper clarifies the interrelationship between unfairness and conflict and shows that a team member can apply a cooperative conflict management style to handle effectively unfairness and conflict.

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Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

The vicious cycle of unfairness and conflict in teams

Adamovic

2020

IJCMA

Self Cite

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“…One of the core mechanisms contributing to relationship quality at work is the presence or absence of relationship conflict (Frone, 2000). Conflict researchers have highlighted the deleterious effects of relationship conflict for employees and organizations (Adamovic et al, 2020;Jehn, 1995). According to a recent FlexJobs survey of 4,612 job seekers, 73% of respondents indicated that they would quit or not accept a position if it had a toxic culture, one of the proxies for a work environment riddled with relationship conflict (Pelta, 2021).…”

mentioning

confidence: 99%

Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions

Marquardt

Manegold

Brown

2021

LODJ

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PurposeAs ethical leadership has advanced as a construct, the degree to which healthy relational systems explain its effect on employee outcomes has been understudied. With this manuscript we conceptualize and test a model based on a Relational Systems approach to ethical leadership and its relationship with conflict and turnover intentions.Design/methodology/approachTwo studies were conducted to test our hypothesized first- and second-stage moderated mediation model. In Study 1, online surveys were completed by 168 working adults across two different time points. Study 2 extended Study 1 by surveying 115 working adults across three time points using the Mechanical Turk platform.FindingsThe indirect relationship between ethical leadership and turnover intentions via relationship conflict was conditional based on follower moral identity. The negative influence of ethical leadership on relationship conflict and, in turn, turnover intentions was stronger for followers who had higher moral identities. In addition, our findings suggest that leader holding behaviors strengthen the negative indirect effects of ethical leadership on turnover intentions.Originality/valueThis paper demonstrates the usefulness of a Relational Systems theoretical approach to understanding ethical leadership. Specifically, ethical leaders, through their desire and ability to help employees feel known and not alone at work, are better able to reduce relationship conflict and, in turn, reduce employees' desire to leave the organization.

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“…Others contribute to conflict dynamics by tracing the trajectories using a longitudinal design (e.g., Thiel et al, 2019). The third stream of team conflict research has focused on conflict induced by some new practices in modern organizations, such as shared leadership and leadership empowerment (e.g., Adamovic et al, 2020; Sinha et al, 2021).…”

Section: Resultsmentioning

confidence: 99%

Look back, move forward: A bibliometric review of team literature.

He¹,

Xie²,

Ling³

et al. 2023

Group Dynamics: Theory, Research, and Practice

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Objective: Team research has flourished, becoming a key research area across organizational behavior, managerial psychology, and social psychology in recent decades. As a complement to existing reviews of team literature, most of which focus on different specific facets of teams, we apply bibliometric analyses to offer a quantitative review that comprehensively visualizes the holistic landscape and evolution of the field. Method: We conduct descriptive analyses and four types of bibliometric analyses—co-authorship analyses, document co-citation analyses, journal co-citation analyses, and keyword analyses—using 3,643 articles published from 1998 to 2021 and 302,776 associated references in the Web of Science database. Results: With the help of the analytical tool (i.e., CiteSpace), our analyses identify the predominant co-authorship network, the influential landmark works, and the evolving research frontiers in team literature in a more visual way. Conclusions: Rather than relying on impressionistic judgments or narrowly focusing on one specific topic, our bibliometric review uses a massive volume of objective data to decipher the collaboration network of team researchers, along with the knowledge base and development of team literature. In this way, we provide a valuable map for team researchers to help them quickly scan the overall picture of the literature and locate pertinent information for their own research interests. Our findings also indicate promising possible directions for moving the team literature forward.

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Bringing the Leader Back in: Why, How, and When Leadership Empowerment Behavior Shapes Coworker Conflict

Cited by 11 publications

References 118 publications

The vicious cycle of unfairness and conflict in teams

The vicious cycle of unfairness and conflict in teams

Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions

Look back, move forward: A bibliometric review of team literature.

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