Table of Contents

Handbook of Conflict Management Research

Handbook of Conflict Management Research

Elgar original reference

Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn

This unique book draws together current thoughts and research in conflict management. Specifically, it brings a wealth of knowledge from authorities in the field on emerging issues such as power in conflict, cognition and emotions in conflict, leading conflict from multiple perspectives and cultural orientations, the role of context in conflict and the teaching of conflict management. Altogether, the Handbook provides a critical avenue for researchers and practitioners’ continued engagement in conflict research and management theory.

Chapter 7: Power in teams: Effects of team power structures on team conflict and team outcomes

Lindred L. Greer

Subjects: business and management, organisational behaviour, strategic management


While power is known to have a potent effect on individuals, researchers have only recently begun to investigate how power structures at the team level may impact team-level conflict and performance. In this chapter, the new and growing literature on power and teams is reviewed and an overarching theoretical framework is developed to explain how different team power structures impact team conflict and performance. In defining the different aspects of power structures in teams, this chapter focuses on team power level (the average level of power held by members in the team), team power dispersion (the degree to which team members vary in the level of their power, or otherwise said, are hierarchically differentiated), and team power variety (the degree to which team members vary in their primary source of power in the team). The theoretical effects of these different power structures on team conflict dynamics and team outcomes are explained, recent empirical findings on these topics are discussed, and potential moderators of these effects are proposed, including interactions among the different team power structures and the moderating role of team power structure perceptions, including the congruency and legitimacy of member perceptions. The chapter concludes with a discussion of the predominant trends in the field at this point in time and areas interesting for future research on power and conflict in teams.

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