Leading conflict across multiple levels and cultures: a research agenda

While various scholars have examined the multi-level properties of conflict and leadership, fewer studies have investigated simultaneously the influence of leadership on differing forms of conflict across multiple levels and cultures. This paper advances research in this area by developing a theoretical framework of the impact of leadership on conflict across multiple organizational levels and cultures. Specifically, we draw from existing work on transformational, authentic and servant leadership to illuminate the various links between leadership behaviors and various types of conflict (cognitive and affective conflict) at the individual and team levels. We argue that differing national cultures will moderate the impact of these leadership styles on conflict and outcomes (individual and team). Finally, we offer a research agenda and discuss the implications of our theoretical framework.