Add fuel to the fire
Investigating the relationship between leader group prototypicality and intergroup conflict
Bibliographic Data
| ID | 21620060 |
|---|---|
| Authors | Yongyi Liang (0000-0003-3859-7482, Jinan University), Haibo Wang (0000-0002-6612-7528, Jinan University), Ming Yan (0000-0003-4327-0759, Jinan University), Jun Xie (0000-0002-4359-1045, Guangdong University of Foreign Studies) |
| Year | 2021 |
| Volume | 32 |
| Issue | 4 |
| Pages | 537-553 |
| Publication date | 2021-07-27 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Conflict Management (JOURNAL) |
| Journal identifiers | ISSN: 1044-4068 • E-ISSN: 1758-8545 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/ijcma-11-2020-0187 |
| OpenAlex | W3150757838 |
| Language | EN |
| Citations received | 3 |
| References cited | 47 |
Purpose This study aims to investigate the relationship between leader group prototypicality and intergroup conflict, as well as its mechanisms and contextual factors using the social identity theory. Design/methodology/approach The research model was empirically tested using multi-phase, multi-source and multilevel survey data in China. The final sample consisted of 75 group leaders and 231 group members. Multilevel structural equation modelling and a Monte Carlo simulation were used for hypothesis testing. Findings The results showed that leader group prototypicality would engender intergroup conflict via intergroup distinctiveness. Further, leaders’ benchmarking behaviour moderated this indirect effect. In particular, leader group prototypicality resulted in higher intergroup distinctiveness and intergroup conflict, only when the leaders’ benchmarking behaviour was higher rather than lower. Originality/value First, this study addresses the question of whether leader group prototypicality would lead to intergroup conflict to provide theoretical and empirical insights to supplement extant literature. Second, the study advances the understanding of mechanisms (intergroup distinctiveness) and the consequences (intergroup conflict) of leader group prototypicality in an intergroup context. Third, the study shows that leaders’ benchmarking behaviour moderates the effect of leader group prototypicality on intergroup conflict through intergroup distinctiveness. As such, the findings are of value to future management practice by offering precise, practical interventions to manage the intergroup conflict caused by leader group prototypicality
Benchmarking · Conflict management · Group conflict · Optimal distinctiveness theory · Originality · Political science · Social group · Social identity theory · Structural equation modeling · Gender Diversity and Inequality · Psychology · Social and Intergroup Psychology · Social Power and Status Dynamics · Social Psychology · Marketing
The psychology of intergroup conflict
Leader Self-Sacrifice and Leadership Effectiveness
A Comparison of Approaches to Forming Composite Measures in Structural Equation Models
A Social Identity Model of Leadership Effectiveness in Organizations
Methods for integrating moderation and mediation
Sources of Method Bias in Social Science Research and Recommendations on How to Control It
Obstacles and opportunities for female leadership in mammalian societies
Effects of CEO humility and relationship conflict on entrepreneurial performance
Influence and leadership in small groups
A resource dependence perspective on intergroup conflict
An Integrative Theory of Intergroup Conflict
A Social Identity Theory of Leadership
Addressing Moderated Mediation Hypotheses
The social identity theory of leadership
Leading groups
Organizational identification
Differential implications of team member promotive and prohibitive voice on innovation performance in research and development project teams
Deviance Credit
Intergroup behavior in military multiteam systems
A desire for deviance
Followers’ satisfaction from working with group-prototypic leaders
Ingroup love” and “outgroup hate” in intergroup conflict between natural groups
Intergroup Distinctiveness and Differentiation
Back-Translation for Cross-Cultural Research
| Unique citing works | 3 |
|---|---|
| Citations per year | 3 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 3 |