Abstract
This study empirically investigates the dynamics and outcomes of leader-member conflict. It demonstrates the value of cooperative conflict and the damage of competitive conflict between leaders and employees, while testing the effectiveness and universality of Deutsch's (1973) cooperation and competition theory. By bridging leadership and conflict management literature, it also identifies the role of transformational leadership in managing conflict effectively. Specifically, transformational leadership was found to induce cooperative conflict and reduce competitive conflict between leaders and employees, approaches to conflict that in turn contributed to task performance and leader effectiveness.
Published Version
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