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Article
Blaming leaders for team relationship conflict? The roles of leader-member exchange differentiation and ethical leadership
Nankai Business Review International (2014)
  • shuisheng shi
Abstract
Purpose – The purpose of this paper is to extend our understanding of the role of leaders in team relationship conflict. Leader-member exchange (LMX) differentiation was hypothesized to be positively related to team relationship conflict. Additionally, ethical leadership was hypothesized to moderate relations between LMX differentiation and team relationship conflict. Design/methodology/approach – Hypotheses were examined in a sample of 79 working teams. Data were collected via a questionnaire containing measures of LMX, team relationship conflict and ethical leadership. Findings – Hypotheses were supported by the data. LMX differentiation was positively related to team relationship conflict, and ethical leadership weakened the relationship between LMX differentiation and team relationship conflict. Originality/value – This is the first theoretical analysis and empirical study of relationships between LMX differentiation and team relationship conflict. Theoretically, by using LMX theory to account for team-level outcomes, this study extended power of LMX theory. Practically, these results suggest that leaders may be responsible for team relationship conflict.
Keywords
  • Ethical leadership,
  • Leader-member exchange differentiation,
  • Team relationship conflict
Publication Date
2014
Citation Information
shuisheng shi. "Blaming leaders for team relationship conflict? The roles of leader-member exchange differentiation and ethical leadership" Nankai Business Review International Vol. 5 Iss. 2 (2014)
Available at: http://works.bepress.com/shuisheng_shi/1/