Effect of construction project managers’ conflict management styles on team resilience: a moderated mediation model of team followership and team power distance
International Journal of Conflict Management
ISSN: 1044-4068
Article publication date: 27 November 2023
Issue publication date: 17 April 2024
Abstract
Purpose
The purpose of this study is to examine how construction project managers’ conflict management styles (CMSs) affect project team resilience from the perspective of social identity theory.
Design/methodology/approach
This study adopted a cross-sectional survey design and collected paired data from 110 construction project managers and 474 employees in China. Based on the data collected, the authors tested the proposed hypotheses using hierarchical regression analysis.
Findings
The results show that a project manager’s cooperative CMS positively affects team resilience, and a project manager’s competitive and avoidant CMS negatively affects team resilience. Team followership plays a mediating role in this relationship. The team power distance moderates the effects of a project manager’s cooperative and avoidant CMSs on team followership.
Originality/value
This paper enriches the existing literature on conflict management in construction projects and have potential guiding significance and application value for team resilience management practices.
Keywords
Acknowledgements
The authors wanted to thank the Key Project of Liaoning Provincial Social Science Planning Fund (L23AGL010).
Conflict of Interest: The authors declared that they have no conflicts of interest to this work.
Citation
Ma, L. and Lu, Y. (2024), "Effect of construction project managers’ conflict management styles on team resilience: a moderated mediation model of team followership and team power distance", International Journal of Conflict Management, Vol. 35 No. 3, pp. 567-590. https://doi.org/10.1108/IJCMA-04-2023-0064
Publisher
:Emerald Publishing Limited
Copyright © 2023, Emerald Publishing Limited