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

Yang, Inju and 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, 36 (1). pp. 105-116.

Text perceptual_gap.gender.r2._nov.p.L.pdf - Author Accepted Manuscript Download (787kB)

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.

Item Type:	Article
Uncontrolled Keywords:	16 Peace, Justice and Strong Institutions, 5 Gender Equality
Depositing User:	Symplectic Admin
Date Deposited:	26 Apr 2017 06:24
Last Modified:	16 Mar 2024 14:47
DOI:	10.1016/j.emj.2017.03.013
Related URLs:	Publisher
URI:	https://livrepository.liverpool.ac.uk/id/eprint/3007133