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Leading conflict across multiple levels and cultures: a research agenda

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conference contribution
posted on 06.12.2017, 00:00 by Michael Muchiri, O Ayoko
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.

History

Parent Title

From Fear to a Common Future : 25 Years of Conflict Management. From Fear to a Common Future.

Start Page

1

End Page

22

Number of Pages

22

Start Date

01/01/2012

Finish Date

01/01/2012

Location

Cape Town (Stellenbosch), South Africa

Publisher

Stephen M. Ross School of Business, University of Michigan

Place of Publication

Ann Arbor, Michigan, USA

Peer Reviewed

No

Open Access

No

External Author Affiliations

Conference; Faculty of Arts, Business, Informatics and Education; Institute for Health and Social Science Research (IHSSR); Learning and Teaching Education Research Centre (LTERC); University of Queensland;

Era Eligible

No

Name of Conference

International Association for Conflict Management. Conference

Exports