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When Task Conflict Becomes Personal: The Impact of Perceived Team Performance
Hannes Guenter1, Hetty van Emmerik1, Bert Schreurs1
1Maastricht University, The Netherlands.
Task conflict can harm teams by causing relationship conflict. However, low perceived team performance amplifies this negative effect, suggesting performance is key to managing team dynamics.
Area of Science:
- Organizational Behavior
- Team Dynamics
- Conflict Management
Background:
- Task conflict, while potentially beneficial, often escalates into relationship conflict within teams.
- Previous research focused on interpersonal factors to mitigate this escalation.
- An alternative perspective is needed to understand performance-related moderators.
Purpose of the Study:
- To investigate the moderating role of perceived team performance on the relationship between task conflict and relationship conflict growth.
- To propose and test a model based on social identity theory.
Main Methods:
- A three-wave longitudinal study was conducted with 60 teams in a healthcare organization.
- Random coefficient growth modeling was employed to analyze the data.
Main Results:
- Task conflict was found to relate to an increase in relationship conflict only when perceived team performance was low.
- Perceived team performance did not moderate the relationship between task conflict and relationship conflict growth when performance was high.
Conclusions:
- Perceived team performance plays a crucial role in decoupling task conflict from relationship conflict.
- Teams with high perceived performance may be better equipped to manage task disagreements without interpersonal friction.
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