Motivating and Demotivating Forces in Teams: Cross-Level Influences of Empowering Leadership and Relationship Conflict

  • Chen G
  • Sharma P
  • Edinger S
 et al. 
  • 368


    Mendeley users who have this article in their library.
  • 89


    Citations of this article.


Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointly influenced by teams' level of empowering leadership and relationship conflict and that these motivational states mediate the relationships between team stimuli and team members' innovative and teamwork behaviors and turnover intentions. In addition, results held despite controlling for team members' nationality and collectivism. We discuss contributions of our study to the team motivation, conflict, and stress literatures.

Author-supplied keywords

  • Conflict
  • Motivation
  • Multilevel
  • Work teams

Get free article suggestions today

Mendeley saves you time finding and organizing research

Sign up here
Already have an account ?Sign in

Find this document


  • Gilad Chen

  • Payal Nangia Sharma

  • Suzanne K. Edinger

  • Debra L. Shapiro

  • Jiing Lih Farh

Cite this document

Choose a citation style from the tabs below

Save time finding and organizing research with Mendeley

Sign up for free