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PurposeThe 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/approachData 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).FindingsResults 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/implicationsAlthough 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 implicationsTo 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 implicationsThe 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/valueThe 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.

Research has generally supported a linear positive relationship between team efficacy and team performance. More recent theories and research suggest, however, that teams can become overly efficacious and team efficacy may exhibit nonlinear relationships with outcomes. The current study investigates the possibility that team efficacy is associated with decreases in team performance when the level of team efficacy is excessively high or low. This study further suggests that cohesion is an important contextual factor that may affect the curvilinear relationship between team efficacy and performance such that high levels of cohesion will magnify the curvilinear relationship whereas low levels of cohesion will flatten the curvilinear pattern. Hypotheses were tested using 324 employees in 34 work teams. Results demonstrate that the curvilinear relationship between team efficacy and team performance was strongest when cohesion was high; the relationship flattened when cohesion was low. Implications and limitations are discussed.

Summary This study describes a multilevel examination of person–group (PG) fit perceptions in a sample of 1023 individuals working in 92 teams at a private sector R&D firm. Using confirmatory factor analysis and multilevel random coefficient modeling, we provide evidence that perceptions of team-level collective fit are unique from aggregated individual-level PG fit perceptions at the individual and team levels. We demonstrate that collective values-based and abilities-based fit perceptions showed unique and positive relationships with team cohesion, team efficacy, and team performance, after accounting for aggregated individual perceptions of PG fit. Results also demonstrate that cohesion partially mediates the relationship between collective fit and team performance. Cross-level effects were also supported, indicating that collective fit explains additional variance in individual-level outcomes, beyond individual-level PG fit perceptions. The usefulness of employing a multilevel approach to studying PG fit is discussed. Copyright © 2014 John Wiley & Sons, Ltd.

This article examines two-way trust (leader's trust in subordinate and subordinate's trust in his or her leader) in the context of the leader–subordinate dyad, and the relationship between the subordinate's perception of this two-way trust and the subordinate's trust in the organization. Based on a survey with a sample of 182 Korean Air pilots, the results show that a perceived leader's trust in a subordinate is positively related to the subordinate's trust in that leader, and that a subordinate's trust in his or her leader mediates the relationship between the leader's trust in subordinate and the subordinate's trust in the organization. A summary of the contributions and implications of this research are discussed, as are suggestions for future research.

Although a quarter of a century has passed since Janis proposed his groupthink model in 1972, there is very little consensus among researchers on the validity of the model. This study conducted a comprehensive empirical investigation of Janis's model by including all 24 variables in the research. Data were collected from 64 four-person ad hoc groups; the group discussion sessions were videotaped and content-analysed afterwards. Statistical analyses revealed that Janis's predictions about the causal relationship among four groups of variables in the model are only partially correct; when the effects of individual independent variables on the dependent variables were tested, Janis's predictions were confirmed in only two out of 23 cases. Copyright © 2000 John Wiley & Sons, Ltd.

Despite an extensive use of the groupthink model in various areas of social science, there are few empirical studies testing groupthink and many criticisms of it. In order to better understand the concept of groupthink, and to set a foundation for future research, this paper summarizes previous empirical studies on group-think and indicates problems (e.g., limited inclusion of variables and an inappropriate usage of measurement modes) that exist throughout those studies. Recommendations for future research are then provided.

This study explores multilevel theoretical model of cognitive process in teams to advance and test a cross-level model of relationships between team performance and individual self- efficacy. Speci...