Cultural diversity and leadership: a conceptual model of leader intervention in conflict events in culturally heterogeneous workgroups

Oluremi B. Ayoko, Charmine E.j. Härtel

Research output: Contribution to journalArticleResearchpeer-review

20 Citations (Scopus)

Abstract

Purpose – To provide a new way of conceptualizing the leader's role in managing conflict for increased task and social outcomes in culturally heterogeneous workgroups (CHWs). Design/methodology/approach – The objectives of the paper can be met by hypothesizing the proposed relationships and testing them quantitatively using multiple regression. Findings – Finds that the effect of conflict in CHWs depends, in part, on the way the parties concerned manage it, and in particular the group leader. Research limitations/implications – The major limitation of the current research is that it is theoretical. Future research will now need to test the propositions put forward in this paper. Practical implications – The paper conceptually identified some skills and behaviors that are pertinent to effective leadership in culturally heterogeneous workgroups. Originality/value – The model presented in the paper and the research emanating from it should assist in training leaders for these workgroups.

Original languageEnglish
Pages (from-to)345-360
Number of pages16
JournalCross Cultural Management: An International Journal
Volume13
Issue number4
DOIs
Publication statusPublished - 1 Oct 2006
Externally publishedYes

Keywords

  • Conflict
  • Diversity management
  • Emotional dissonance
  • Leadership

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