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Leaders, conflict, and team coordination: a relational leadership approach in temporary organisations

Tabassi, AA, Bryde, D, Michaelides, R, Bamford, D and Argyropoulou, M (2024) Leaders, conflict, and team coordination: a relational leadership approach in temporary organisations. Production Planning and Control. ISSN 0953-7287

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This study explores how the level of relational leadership of team leaders influences team members’ conflict-handling style and team coordination in temporary organisations (TOs). Leaning upon Socio-Psychological and relational leadership theories, the research also evaluates how the cultural background of leaders moderates the nature of the association between relational leadership and project team performance. This contribution is unique by engaging with three moderating cultural groups while drawing on data from 126 teams in TOs using PLS path modelling. The results explain that relational leadership influences team members’ cooperative and conflict-avoiding styles, which are, in turn, positively associated with team coordination and team performance. The judicious and considered use of conflict-avoiding should be recognised as a thoughtful style in multicultural team contexts and as a consequence of relational leadership. Team coordination and performance, however, are related more to relational leadership with the sample of leaders from a specific within-nationality cultural background.

Item Type: Article
Uncontrolled Keywords: Operations Research
Subjects: H Social Sciences > HF Commerce > HF5001 Business
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Liverpool Business School
Publisher: Taylor and Francis Group
SWORD Depositor: A Symplectic
Date Deposited: 04 Jan 2024 15:45
Last Modified: 20 Feb 2024 17:00
DOI or ID number: 10.1080/09537287.2024.2313518
URI: https://researchonline.ljmu.ac.uk/id/eprint/22203
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