Team Conflict Mediates the Effects of Organizational Politics on Employee Performance: A Cross-Level Analysis in China

Bai, Yuntao; Han, Guohong; Harms, Peter D.

doi:10.1007/s10551-015-2604-6

Cited by 43 publications

(58 citation statements)

References 102 publications

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“…Riskaverse people will use this communication type with caution or never use it (Lin & Johnson, 2015). This risk-avoidance tendency might be more aggravated in the Chinese context of this study which values harmony and relationships (Bai, Han, & Harms, 2016;Bai, Harms, Han, & Cheng, 2015;Bai, Li, & Xi, 2012). Thus, even if encouraged by organizational systems, prohibitive voice is less likely to happen in the whole team.…”

Section: Theoretical Implicationsmentioning

confidence: 83%

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

Bai

Lin

Liu

2017

The International Journal of Human Resource Management

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102

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Extending social learning theory to a multi-level perspective, this study proposes a theoretical model that investigates both individual and team-level mechanisms that mediate the effect of ethical leadership on employee voice. Specifically, in terms of an individual-level social learning perspective, we suggest that an ethical leader acts as a prototype of a moral person (i.e. an ethical role model). From a team-level social learning perspective, we propose that, as a moral manager, team ethical leadership will foster an ethical climate within the team which will create a moral context that impacts employees' behaviors. In both instances, employee voice behaviors will be enhanced through these mechanisms. Evidencing the importance of the interaction between leader behaviors and context for leader effectiveness, we also show that employees are more likely to regard their ethical leaders as ethical role models in a team that highly values ethical conduct (i.e. high in ethical climate). Results obtained from 47 managers and 211 subordinates in China support our theoretical model. The theoretical and practical implications of our findings are also discussed.

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Section: Theoretical Implicationsmentioning

confidence: 83%

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

Bai

Lin

Liu

2017

The International Journal of Human Resource Management

Self Cite

102

View full text Add to dashboard Cite

show abstract

“…Political climate (Time 1; Cronbach's α = 0.80). Following the few extant studies on political climate (Bai, Han and Harms, ), we asked employees to report the extent to which they viewed their work environment as political, using Kacmar and Carlson's () 15‐item scale, and then averaged individuals’ political perceptions within each team to calculate the scores for political climate. One sample item included ‘Telling others what they want to hear is sometimes better than telling the truth’.…”

Section: Methodsmentioning

confidence: 99%

“…promotions) are unclear (Ferris et al ., ; Kiewitz et al ., ). When team members share such perceptions, a highly political climate emerges (Darr and Johns, ; Treadway, Adams and Goodman, ), and team processes suffer as a result (Bai, Han and Harms, ). We therefore expect a highly political climate to hinder servant leaders’ positive impact on collective thriving.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…On the other hand, TMX is less effective in enabling collective thriving in a highly political climate. When team members hold the belief that everyone puts personal goals ahead of their common goals, both task and relationship conflicts are likely to arise within the team (Bai, Han and Harms, ; De Dreu, ). In addition, a highly political climate escalates competition among team members, such that they show a strong need to prove themselves even at the expense of others (Korsgaard et al ., ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Political climate is a pervasively adverse work context and ‘a fact of life’ (Buchanan, , p. 57) that captures people's pursuit of self‐interest (Ferris and Kacmar, ). Given that a highly political climate might alter members’ collective responses to servant leaders and interrupt their social embeddedness within the team (Bai, Han and Harms, ), we expect it to constrain the positive impact of servant leaders and TMX on collective thriving. Figure presents our dual‐stage moderated mediation model.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate

Wang

2019

British J of Management

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Thriving teams are critical to the effective functioning of an organization. Extending Spreitzer et al.'s (2005) socially embedded model of thriving at work to the team level, this study explores how and when servant leadership promotes collective thriving. Through data collected from 80 teams composed of 520 employees, the study reveals that servant leaders help embed members in high-quality team-member exchange relationships, which in turn enables their collective thriving. The authors find that a highly political climate is a dual-stage moderator hindering the positive impact of servant leadership on collective thriving. The findings move forward extant servant leadership and thriving literature. The authors also offer practical implications for how organizations can nurture and reap benefits from thriving teams and the active role of employees in this process.

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Shared leadership and relationship conflict in teams: The moderating role of team power base diversity

2021

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Shared leadership in teams is believed to be beneficial for team effectiveness. Yet recent empirical evidence shows that it may not always bring positive effects. On the one hand, the team leadership literature suggests that shared leadership allows for frequent interactions among members, improving intrateam harmony and reducing conflicts. On the other hand, the team power literature suggests that frequent influence interactions among multiple leaders can form an arena in which members fight over their power turfs, thereby triggering conflict. Drawing on dominance complementarity theory, we suggest that team power base diversity-the variety in power bases among team members from which they derive their informal influence-is an important contingency that moderates the impact of shared leadership on relationship conflict to influence team performance. In a sample of 70 project-based teams, we find support for the proposition that at high levels of team power base diversity, shared leadership has a positive downstream effect on team performance through reduced team relationship conflict. We discuss the contributions to knowledge about shared leadership and highlight practical implications for temporary teams with no formally designated leaders.

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Team Conflict Mediates the Effects of Organizational Politics on Employee Performance: A Cross-Level Analysis in China

Cited by 43 publications

References 102 publications

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate

Shared leadership and relationship conflict in teams: The moderating role of team power base diversity

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