Working with and managing diverse teams can be rewarding, stimulating creativity and even leading to greater satisfaction for some employees (Stahl, Maznevski, Voigt & Jonsen, 2010, p. 690). As Cox & Blake (1991) also point out, cultural diversity in a work group imparts a competitive advantage for the organization. However, the research on cultural diversity in workgroups yields some troubling and contradictory results. Recent research shows that diversity does not necessarily lead to social integration, and can even adversely impact team performance (Horwitz & Horwitz, 2007). Stahl, Maznevski, Voigt & Jonsen (2010) also found “cultural diversity leads to process losses through task conflict and decreased social integration,” (p. 690). Thomas & Peterson (2018) agree that cultural diversity in a work group has “positive and negative elements,” (p. 166). The conflict between Darius and Harpreet has been festering for months, causing what is most likely a “high level of stress for the individuals involved, which in turn affects their ability to perform,” (Moran, Abramson & Moran, 2014, p. 89). As a team leader, I am placed in a difficult position. My instinct as team leader might be to run, to avoid having to address the underlying causes of the conflict between Darius and Harpreet. After all, their dislike for one another has deep-rooted causes linked to their perceptions of discrimination. Yet as a strong team leader who wants to effectively manage the conflict and bring about positive results for the Monitor Project, I will need to rise to the occasion.
General Options
If I were to run, as my instincts suggest, I would be demonstrating an avoidant style of leadership that could make matters worse. Therefore, I choose to take on a collaborative and transformational style that empowers both Darius and Harpreet, while also remaining sensitive to the...
Our group is a veritable cross-section of humanity, with members of different cultural groups as well as different ages and genders. We can learn to leverage our diversity by developing a more cohesive team identity. Building a team identity has been shown to mitigate interpersonal conflict, such as the conflict between Darius and Harpreet (Thomas & Peterson, 2018). A collaborative leadership style promotes a strong team identity by focusing not on differences, but on how we can focus squarely on the tasks at hand. Seeking a win-win solution allows our team to thrive, and every member of the team recognizes the personal advantages to being part of a successful work group that delivers impressive results. Therefore, it is important to let Darius and Harpreet know that their participation is valuable, and to ask them on an individual basis what they believe would help alleviate the conflict. If necessary, I would even be willing to allow one or both of these team members to work remotely. As Thomas & Peterson (2018) point out, virtual teams have less conflict than face-to-face teams. I do not want this team to become a fully virtual team, but in the interests of conflict resolution would be willing to allow telecommuting temporarily.
Preferred Solutions
Although the conflict between Darius and Harpreet has overtones of culture, religion, and gender, it is also important to view the situation from the perspective of interpersonal conflict. It is important to recognize that Darius and Harpreet might simply not like each other, their animosity less motivated by the superficial dimensions of cultural conflict and more with simple personality clashes. Even if cultural conflict is the underlying cause for the disruption, it is possible to apply interpersonal conflict resolution strategies within a collaborative leadership framework. A collaborative strategy fosters team…
