This paper aims to clarify the impact of destructive leadership on team innovation performance. It also explores the relevant conditions that maximize the above relationship. Specifically we examine how intra-team conflict organizational diversity moderate the relationship between destructive leadership team innovation performance. Finally the three-way interaction between destructive leadership intra-team conflict organizational diversity is analyzed for the worst conditions to maximize the negative effect of destructive leadership on team innovation performance. This paper used a cross-sectional design with questionnaires administered to (...) 87 teams with 479 team members working in Korean manufacturing service firms. It applied a hierarchical regression analysis to test the hypothesized relationships including three-way interaction effect among destructive leadership intra-team conflict organizational diversity on team innovation performance. This paper provided empirical insights about how destructive behaviors of team leader hindered team innovation performance. The three-way interaction effects also revealed that the higher the levels of both intra-team conflict organizational diversity the greater the negative effect of destructive leadership on team innovation performance. This paper demonstrates how team leaders’ behavior team organizational conditions result in discouraging overall innovation outcomes. This paper contributes to the innovation leadership literatures by identifying possible leadership type hindering innovation performance at team level the specific conditions their dynamic interaction strengthening the negative effect of destructive leadership on team innovation performance. (shrink)

Multiple team membership is a form of work organization extensively used nowadays to flexibly deploy human resources across multiple simultaneous projects. Individual members bring in their cognitive resources in these multiple teams and at the same time use the resources and competencies developed while working together. We test in an experimental study whether working in MTM as compared to a single team yields more individual performance benefits in estimation tasks. Our results fully support the group-to-individual transfer of learning, yet the (...) hypothesized benefits of knowledge variety and broader access to meta-knowledge relevant to the task in MTM as compared to single teams were not supported. In addition, we show that individual estimates improve only when members are part of groups with low or average collective estimation errors, while confidence in individual estimates significantly increases only when the collective confidence in the group estimates is average or high. The study opens valuable venues for using the dynamic model of G-I transfer of learning to explore individual learning in MTM. (shrink)

The prevalence of teams in contemporary organizations and the trend toward diversity in a workforce composed of members from multiple countries have drawn the attention of researchers on the consequences of diversity in workplaces. While there are potential benefits to diversity, relationship conflicts among team members may also result and affect team functioning. The aim of the present study was to explore how supervisors’ social dominance orientation, a tendency to support the arbitrary dominance of specific social groups over others, may (...) relate to relationship conflicts and reduced team commitment within teams. A two-wave study in a sample of 931 individuals from 108 workgroups was conducted to examine the relationship between supervisors’ social dominance orientation and team functioning. Analyses indicated that supervisor social dominance orientation was associated with increased within-team differentiation of leader-member exchange relationships based on team members’ national origin. Such LMX differentiation was related to more within-team relationship conflict and in turn to reduced collective team commitment. The implications of these findings for research on supervisor social dominance orientation, within-team nationality diversity, and team functioning are discussed. (shrink)