The relationship between task conflict, task performance and team member satisfaction: the mediating role of relationship conflict

Abstract

Task conflict and its potential positive effect on team outcomes has been questioned over the years. The findings have been inconsistent, with different studies indicating that task conflict can be positively related, negatively related or unrelated to measures of team outcomes. This study is a response to the request presented in de Wit, Greer and Jehn s (2012) recent meta-analysis, to further investigate the effect relationship conflict can have on the association between task conflict and team outcomes. The purpose of the study has been to investigate and explain the effect of task conflict through relationship conflict on task performance and team member satisfaction, using relationship conflict as a mediator. 208 Norwegian and Danish management teams in the private and public sector were studied. In line with earlier findings, task conflict and relationship conflict were found to be positively associated (B=.24). Results from the SEM-analysis suggest that task conflict and its effects must be considered in light of the presence of relationship conflict. Significant mediation effects implies that task conflict is indirectly negative to task performance (B=-.16) and team member satisfaction (B=-.18). However, when relationship conflict was held constant, task conflict was actually shown to have a positive direct effect on task performance (B=.19) and team member satisfaction (B=.29). Hence, the problem for management teams may not be task conflict itself. Task conflict may actually be beneficial for team outcomes if relationship conflict is absent. However, task conflict has a tendency to elicit relationship conflict. The challenge is therefore how management teams can engage in open and direct task discussions, without eliciting destructive relationship conflicts.