Leaders' cultural gap bridging behaviors and subordinates' work engagement in multinational teams

被引：4

作者：

Hundschell, Andreas ^{[1
]}

Backmann, Julia ^{[2
]}

Tian, Amy Wei ^{[3
]}

Hoegl, Martin ^{[1
]}

机构：

[1] Ludwig Maximilians Univ Munchen, LMU Munich Sch Management, Inst Leadership & Org, Geschwister Scholl Pl 1, D-80539 Munich, Germany

[2] Univ Coll Dublin, UCD Michael Smurfit Sch Business, Carysft Ave, Blackrock, Co Dublin, Ireland

[3] Curtin Univ, Fac Business & Law, Sch Management, Kent St, Perth, WA 6102, Australia

来源：

JOURNAL OF INTERNATIONAL MANAGEMENT | 2022年 / 28卷 / 03期

关键词：

Cultural gap bridging behaviors; Work engagement; Leadership; Multinational team; Team identification; Relationship conflict; SOCIAL IDENTITY THEORY; GLOBAL VIRTUAL TEAMS; TRANSFORMATIONAL LEADERSHIP; INTRAGROUP CONFLICT; ORGANIZATIONAL IDENTIFICATION; PSYCHOLOGICAL SAFETY; MILITARY UNITS; JOB DEMANDS; CROSS-LEVEL; PERFORMANCE;

D O I：

10.1016/j.intman.2021.100916

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

The effect of leadership on individuals in multinational teams remains underexplored. Based on self-concept theory, our study investigates how subordinates' work engagement is influenced by their perception of leader cultural gap bridging (CGB) behaviors that seek to facilitate intercultural collaboration in multinational teams. We draw on a quantitative, two-wave, individual-level study with 280 employees working in multinational teams. Our results reveal that subordinates' perception of leaders' CGB behaviors enhance their work engagement through its effect on their team identification. The positive indirect effect is contingent on the level of relationship conflict in the multinational teams.

引用

页数：15

共 14 条

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Julia Backmann
Rouven Kanitz
Amy Wei Tian
Patrick Hoffmann
Martin Hoegl
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