The dual effects of task conflict on team creativity

Abstract

Purpose The purpose of this paper is to explore the dual effects of task conflict on team creativity and the role of team-focused transformational leadership (TFL) as a key contingency in the task conflict–team creativity relationship. Design/methodology/approach Data were collected from 325 teams across ten large companies in South Korea. The study tested the hypothesized moderated mediation model using an SPSS macro (PROCESS, Hayes, 2008). Findings Results showed that task conflict is directly and positively related to team creativity and is negatively and indirectly related to team creativity via relationship conflict. Furthermore, the study found that team-focused TFL moderates all paths through which task conflict affects team creativity. Specifically, team-focused TFL enhances the positive direct effect of task conflict and alleviates the negative indirect effects of task conflict on team creativity. Research limitations/implications Although this study could not test the causal chains of the proposed relationships owing to a cross-sectional nature of data, the present research provides theoretical implications for the conflict, leadership and team creativity literatures. The study highlights the role of transformational leadership in the process through which team conflict is managed so as to increase team creativity. Practical implications To capitalize on the creativity-related benefits associated with task conflict, managers will need to pay attention to the role they can play and their leadership that emphasizes collective goals and identity. Managers and team leaders are also expected to intervene in conflict situations to minimize the harmful effect of task conflict that may take place owing to the association between task conflict and relationship conflict. Social implications The findings will have implications for any social contexts where people work together toward common goals. In such contexts, the study emphasizes the role of leadership in teams to use the creative potential associated with different opinions and values regarding what and how work to be completed. Originality/value The study’s examination of the dual paths through which task conflict affects team creativity brings insights into why the impact of task conflict on team creativity has been inconsistent or unclear in past research. This paper also articulates a leader’s role in teams in relation to managing team conflict to increase team creativity.

Why does task conflict influence team creativity?

“…In this way, the team reflexivity was seen to fully mediate the task conflict and team creativity relationship. Although not hypothesized, but in line with the previous research findings, we found support that task conflict is positively related to team creativity, showing that it brings diverse ideas required for team creativity (Jehn & Mannix, 2001;Lee et al, 2019).…”

“…As far as the practical implications of this study are concerned, the organizations should promote the culture of frequent meeting sessions and different training and development programs for employees to discuss their task issues. Based on our results and in line with some of the previous research findings, which showed that task conflict can enhance team related outcomes, more specifically team creativity (Hu, Chen, Gu, Huang, & Liu, 2017;Lee et al, 2019;Yong et al, 2014), we also suggest supervisors and team leaders to provide enough opportunities and time for team members to reflect upon their tasks and to rethink about it, which may enhance their overall team creativity. Therefore, the managers should not worry about the conflicts in teams unless these conflicts are not transformed into interpersonal conflicts.…”

“…Although different studies provide empirical evidence for the task conflict and creativity relationship, the mediating mechanism of the relationship between the two variables are still not clear. This research study provides an explanation to the inconsistent results conducted previously between conflict-creativity relationship (Chen, Liu, Yuan, & Cui, 2019;Lee, Avgar, Park, & Choi, 2019;Li, Li, & Lin, 2019), by demonstrating the underlying mechanism of team reflexivity on the relationship between task conflict and creativity, thus, contributing to the conflict-creativity literature.…”

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

“…Transformational leadership in the team context has been the focus of increased attention (Cai, Jia, & Li, 2017;Chun, Cho, & Sosik, 2016;Dong et al, 2017;Feng, Huang, & Zhang, 2016;Jiang, Gu, & Wang, 2015;Lee, Avgar, Park, & Choi, 2019;Lorinkova & Perry, 2019). Most of these studies rely on the conceptualizations and measures either by Pearce and Sims (2002) or by Podsakoff, MacKenzie, Moorman, and Fetter (1990) and mostly aggregate individual-centric scales of transformational leadership, as opposed to using genuine team-centric measures.…”

Challenges in Undergraduate Synthetic Biology Training: Insights from a Canadian iGEM Student Perspective

“…We observed the theme "Strong social cohesion is an integral part of the iGEM experience" (87%, 13/15; -Quotes 1, 4, 5), but also observed that "Interpersonal conflict was notable and impacted the team dynamics" (67%, 10/15; Quotes 2, 6, 7). This dissonance as illustrated by Quotes 1 and 2 led us to explore the relationship between social cohesion, defined by Dimas et al (2019) as the integration of the members through emotional bonds and a sense of belonging; and conflict, operationalized by Lee et al (2019) as task conflict (i.e., issues with distribution of resources, procedures and policies, and implementation) or relational conflict (i.e., interpersonal and communication issues). 33,34 "Yeah, we tried to create a very social environment.…”