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Cited by 30Team Dynamics and PerformanceConflict Management and NegotiationEmotional Intelligence and Performance

Intra-team conflict: the moderating effect of emotional self-leadership

Flores, Hector R., Jiang, Xueting, Manz, Charles C.·2018·International Journal of Conflict Management
DOI 10.1108/ijcma-07-2017-0065
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Abstract

Purpose The aim of this paper is to present a model of the moderating role of emotional self-leadership on the cognitive conflict–affective conflict relationship and their effect on work team decision quality. Design/methodology/approach This paper draws upon extant theoretical and empirical research on the conflict, leadership and emotions literature works to argue for the role of emotional self-leadership as a boundary condition of the intra-team conflict–work team decision quality relationship. Findings Key to understanding why cognitive conflict sometimes leads to improved decision quality and sometimes it does not is the role of emotional self-leadership. Through emotional self-leadership, team members can actively anticipate, guide and focus their emotional responses to cognitive conflict and reduce their experience of affective conflict, improving team decision quality. Research limitations/implications Identifying and explaining the moderating role of emotional self-leadership represents important progress for reframing emotion regulation and emotional intelligence into a new theoretical lens that may yield more meaningful insights into self-managed teams’ research. If empirically supported, this moderating effect would help explain the contradictory results obtained in prior empirical studies. Practical implications Practitioners can diminish or avoid the negative effect of the type of conflict that lowers work team decision quality and preserve the positive effect of the type of conflict that improves work team decision quality by identifying and implementing ways to improve a work team’s level of collective emotional self-leadership. Originality/value This paper extends the emotions, leadership and conflict literature works into the current research on self-directed work teams’ effectiveness by bringing attention to the moderating role of emotional self-leadership and calls for empirical research on this subject.

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Crossref · 10.1108/ijcma-07-2017-0065

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118 of 118 references verified0 citation errors · 0 not checkable

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  • Aritzeta et al. [112], Balamohan et al. [113], and Flores et al. [114] have all three subcategories (EI, leadership, and work teams) in common.

    “Finally, Aritzeta et al. [112], Balamohan et al. [113], and Flores et al. [114] have all three subcategories in common.”

    From Emotional intelligence, leadership, and work teams: A hybrid literature review. (2023) · cites this paper as [114]

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Authors
Flores, H. R., Jiang, X., & Manz, C. C.
Affiliations
  • California State Polytechnic University (US)
  • New York Institute of Technology (US)
  • University of Massachusetts Amherst (US)
ORCID
Jiang, Xueting
Venue
International Journal of Conflict Management
Publisher
Emerald
Published
2018-05-04
Volume
29
Issue
3
Pages
424-444
ISSN
1044-4068 (ISSN-L)
DOI
10.1108/ijcma-07-2017-0065
OpenAlex
W2800388377
Cited by
30
References
118
Citations by year
2026: 1 · 2025: 4 · 2024: 7 · 2023: 4 · 2022: 3 · 2021: 7 · 2020: 3 · 2019: 1
FWCI
3.72
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
International Journal of Conflict Management (publishedVersion)
Topics
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
  • Social Sciences › Sociology and Political Science › Conflict Management and Negotiation
  • Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
Keywords
cognitive conflict, relationship conflict, self-managing teams, emotion regulation, emotional intelligence, moderating effect

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