Title

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

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