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Leader values for constructive controversy and team effectiveness in India
International Journal of Human Resource Management
  • Deepti BHATNAGAR, Indian Institute of Management, India
  • Dean William TJOSVOLD, Lingnan University, Hong Kong
Document Type
Journal article
Publication Date
  • controversy,
  • Indian organizations,
  • leader values,
  • teamwork

Leading teams effectively is a challenge for organizations in many countries. This study proposes that leaders who value people, productivity, and participation help teams work effectively and productively by encouraging team members to discuss their diverse views open-mindedly. Working in diverse organizations in India, team leaders indicated their participation, people, and productivity values and team members rated their constructive controversy and their effectiveness and performance. Structural equation analysis suggested that productivity values affect constructive controversy and team effectiveness and productivity. However, contrary to expectations based on the idea that India is a collectivist society, people values were not predictive. The study's findings and previous research were interpreted as suggesting that leader productivity values coupled with constructive controversy provide a foundation for effective teamwork in India.

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Copyright © 2012 Taylor & Francis

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Citation Information
Bhatnagar, D., & Tjosvold, D. (2012). Leader values for constructive controversy and team effectiveness in India. International Journal of Human Resource Management, 23(1), 109-125. doi: 10.1080/09585192.2011.610961