Abstract
Over the last decades, research in teams has debated the effects of conflict on team performance. Specifically the empirical evidence on the theoretically positive effects of task conflict has been inconclusive. We argue for a broader definition of team performance to gain better understanding of the effects of conflict in teams. With this study we investigate an elaborate model of individual basic need satisfaction, team conflict, contextual team behaviors and team performance. A total of 99 teams participated in a survey based study, including 99 managers and 357 team members. The results show that the satisfaction of need for autonomy, competence and relatedness play an important role in the reduction of relationship conflict and the increase of task conflict. Next to that, we found that relationship conflict was negatively related to contextual team behaviors (team proactivity, reflexivity and creativity), and task conflict was positively related to these team behaviors. Finally, we conclude that team performance rated by the manager consists of the manager’s assessment of contextual performance and the assessment of task performance. We discuss recommendation for research and practical implications.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call