Inside the leader relationship : constructive controversy for team effectiveness in China
Document Type
Journal article
Source Publication
Journal of Applied Social Psychology
Publication Date
9-1-2013
Volume
43
Issue
9
First Page
1827
Last Page
1837
Abstract
Research is needed to understand the dynamics by which high-quality leader relationships have their productive effects on followers. This study proposes that these leader relationships do not simply induce compliance but encourage employees and managers to discuss their diverse views open-mindedly and constructively. Team leaders indicated leader-member relationship with employees who rated their constructive controversy and their team's effectiveness and feelings of respect, support, and reduced stress. Structural equation analysis suggested that leader-member relationship affects employee team productivity and emotions through constructive controversy. The study's findings and previous research were interpreted as suggesting that high-quality leader relationships coupled with constructive controversy provide a foundation for effective team leadership in China.
DOI
10.1111/jasp.12134
Print ISSN
00219029
E-ISSN
15591816
Publisher Statement
Copyright © 2013 Wiley Periodicals, Inc
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Chen, N. Y. F., & Tjosvold, D. (2013). Inside the leader relationship: Constructive controversy for team effectiveness in China. Journal of Applied Social Psychology, 43(9), 1827-1837. doi: 10.1111/jasp.12134