Motivating and demotivating forces in teams: Cross-level influences of empowering leadership and relationship conflict.

It is found that individual members' motivational states are individually and jointly influenced by teams' level of empowering leadership and relationship conflict and that these motivational states mediate the relationships between team stimuli and team members' innovative and teamwork behaviors and turnover intentions.

Abstract

Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointly influenced by teams' level of empowering leadership and relationship conflict and that these motivational states mediate the relationships between team stimuli and team members' innovative and teamwork behaviors and turnover intentions. In addition, results held despite controlling for team members' nationality and collectivism. We discuss contributions of our study to the team motivation, conflict, and stress literatures.