A Longitudinal Study of Team Conflict, Conflict Management, Cohesion, and Team Effectiveness

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Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “The tighter the team as an entity, the more likely individual beliefs about their team’s abilities could pass between members and create group-level attitudes and behaviors (Lee et al. 2002; Tekleab et al. 2009).”
Constructively managing conflicts in organizations (2014, background): “Recent studies also provide direct evidence that open-minded discussions contribute tomaking task conflict constructive (Jiang et al. 2012, Tekleab et al. 2009).”
The paradox of intragroup conflict: a meta-analysis. (2012, background): “For example, recent research has begun to identify the conditions under which relationship conflict may be less likely to negatively affect both proximal and distal group outcomes, such as when members employ effective conflict management strategies (e.g., De Dreu & Van Vianen, 2001; Jehn, 1997; Mur”
Conflict in Small Groups: The Meaning and Consequences of Process Conflict (2011, background): “For example, the degree to which teams can engage in genuine and respectful task debate is contingent on their ability to separate the people from the problem, eliminating emotion-provoking conflict about their process (Behfar et al., 2008; Bies, 1987; Colquitt et al., 2002; DeChurch & Marks, 2001; ”