Examining the impact of organizational value dissimilarity in top management teams.: An article from: Journal of Managerial Issues

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From the author: This study examined the effects of individual top management team (TMT) members' level of dissimilarity in the importance placed on organizational values from their Chief Executive Officer (CEO) and from their other TMT members. A model is proposed whereby task and relationship conflict mediate the relationships between organizational value dissimilarity and attitudinal reactions to the team and evaluation of the CEO's leadership effectiveness. The hypotheses were tested in a sample of 31 CEOs and 133 TMT members. Results indicated that perceived organizational value dissimilarity from the CEO and other TMT members was positively related to relationship conflict, while only perceived dissimilarity from the CEO was related to task conflict. Both task and relationship conflicts were negatively related to individual team members' satisfaction with the team. Relationship conflict was also negatively related to organizational commitment and evaluations of the CEO's leadership effectiveness. The mediation model was partially supported and the results also indicated significant interactions between task and relationship conflict on satisfaction with the TMT and organizational commitment.

Citation Details
Title: Examining the impact of organizational value dissimilarity in top management teams.
Author: Melenie J. Lankau
Publication:Journal of Managerial Issues (Magazine/Journal)
Date: March 22, 2007
Publisher: Thomson Gale
Volume: 19 Issue: 1 Page: 11(25)

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