When team members’ values differ: The moderating role of team leadership |
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| Authors: | Katherine J. Klein Andrew P. Knight Jonathan C. Ziegert Beng Chong Lim Jessica L. Saltz |
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| Affiliation: | 1. University of Pennsylvania, The Wharton School, 3620 Locust Walk, Suite 2000 Steinberg Hall-Dietrich Hall, Philadelphia, PA 19104, United States;2. Washington University in St. Louis, Olin Business School, Campus Box 1133, One Brookings Drive, St. Louis, MO 63130, United States;3. Drexel University, LeBow College of Business, 101 N. 33rd St., Academic Building 321, Philadelphia, PA 19104, United States;4. Ministry of Defence Singapore and Nanyang Business School, Nanyang Technological University, 50 Nanyang Avenue, Singapore 639798, Singapore;5. PepsiCo Inc., 700 Anderson Hill Road, Purchase, NY 10577, United States |
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| Abstract: | Integrating theory and research on values, diversity, situational strength, and team leadership, we proposed that team leadership moderates the effects of values diversity on team conflict. In a longitudinal survey study of national service teams, we found significant, but opposite, moderating effects of task-focused and person-focused leadership. As predicted, task-focused leadership attenuated the diversity–conflict relationship, while person-focused leadership exacerbated the diversity–conflict relationship. More specifically, task-focused leadership decreased the relationship between work ethic diversity and team conflict. Person-focused leadership increased the relationship between traditionalism diversity and team conflict. Team conflict mediated the effects of the interactions of leadership and values diversity on team effectiveness. |
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| Keywords: | Values Diversity Leadership Teams Conflict |
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