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Por qué y cómo la disparidad de poder perjudica el rendimiento del equipo

Shiwen Luo1, Fumitaka Furuoka2, Xuelian Zuo3

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La disparidad de poder impacta negativamente el rendimiento del equipo al aumentar el conflicto relacional, aunque el conflicto de tareas puede tener un efecto positivo. La congruencia de poder modera estos efectos, mitigando el daño y promoviendo el debate constructivo.

Palabras clave:
congruencia de poderdisparidad de poderconflicto relacionalconflicto de tareasrendimiento del equipo

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Área de la Ciencia:

  • Comportamiento Organizacional
  • Dinámica de Equipos
  • Gestión de Conflictos

Sus antecedentes:

  • La disparidad de poder, el control desigual de recursos en los equipos, afecta negativamente el rendimiento.
  • Los mecanismos y las condiciones límite del impacto de la disparidad de poder están poco explorados.

Objetivo del estudio:

  • Investigar el papel mediador del conflicto del equipo (relacional y de tareas) en la relación entre la disparidad de poder y el rendimiento del equipo.
  • Examinar el efecto moderador de la congruencia de poder en estas vías.

Principales métodos:

  • Se recopilaron datos de encuestas de 62 equipos.
  • Se emplearon análisis estadísticos que incluyen confiabilidad, validez, análisis factorial confirmatorio y regresión jerárquica.

Principales resultados:

  • La disparidad de poder afecta negativamente el rendimiento a través del conflicto relacional y positivamente a través del conflicto de tareas.
  • El efecto indirecto negativo del conflicto relacional fue más fuerte que el efecto positivo del conflicto de tareas.
  • La congruencia de poder atenuó el conflicto relacional negativo y fortaleció el conflicto de tareas positivo.

Conclusiones:

  • La disparidad de poder tiene un efecto de doble vía en el rendimiento del equipo, predominantemente negativo debido al conflicto relacional.
  • La congruencia de poder mitiga el conflicto dañino y promueve el debate beneficioso, ofreciendo información práctica para las estructuras de poder del equipo.