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.
|Number of pages||16|
|Journal||Cross Cultural Management: An International Journal|
|Publication status||Published - 1 Oct 2006|
- Diversity management
- Emotional dissonance