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‘It is not fair that you do not know we have problems’: Perceptual distance and the consequences of male leaders' conflict avoidance behaviours

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  • Yang, Inju
  • Li, Lily Ming

Abstract

This study investigates perceptual distance in terms of managers' conflict avoidance behaviour and its consequences for subordinates. We argue that perceptual distance, or the disagreement between a manager's perception and that of his or her subordinates of his or her conflict avoidance, is a genuine phenomenon. We examine the extent to which the perceptual distance regarding managers' avoidance behaviour influences a team's justice climate as well as the role of gender. The data collected from three multinational companies in China show that the perceptual distance of a male manager's avoidance behaviour exists and that it is associated with a negative justice climate within the team. These findings provide evidence of gender's effect on leadership and highlight the benefits of female leadership.

Suggested Citation

  • Yang, Inju & Li, Lily Ming, 2018. "‘It is not fair that you do not know we have problems’: Perceptual distance and the consequences of male leaders' conflict avoidance behaviours," European Management Journal, Elsevier, vol. 36(1), pages 105-116.
    • Handle: RePEc:eee:eurman:v:36:y:2018:i:1:p:105-116
    DOI: 10.1016/j.emj.2017.03.013
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    References listed on IDEAS

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    Cited by:

    1. Xuanwei Cui, 2022. "A Case Study on How the Team Leaders in the Chinese University Lead Their Teams: From the Perspective of LMX," Technium Social Sciences Journal, Technium Science, vol. 32(1), pages 533-547, June.
    2. Coo, Cristián & Richter, Anne & von Thiele Schwarz, Ulrica & Hasson, Henna & Roczniewska, Marta, 2021. "All by myself: How perceiving organizational constraints when others do not hampers work engagement," Journal of Business Research, Elsevier, vol. 136(C), pages 580-591.
    3. repec:thr:techub:10032:y:2022:i:1:p:533-547 is not listed on IDEAS

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