Title

Leader values for constructive controversy and team effectiveness in India

Document Type

Journal article

Source Publication

International Journal of Human Resource Management

Publication Date

1-1-2012

Volume

23

Issue

1

First Page

109

Last Page

125

Keywords

controversy, Indian organizations, leader values, teamwork

Abstract

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.

DOI

10.1080/09585192.2011.610961

Print ISSN

09585192

E-ISSN

14464399

Publisher Statement

Copyright © 2012 Taylor & Francis

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

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