Leader-member skill distance, team cooperation, and team performance: A cross-culture study in a context of sport teams

Longwei Tian*, Yuan Li, Peter Ping Li, Ali Ahmad Bodla

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

13 Citations (Scopus)

Abstract

Team heterogeneity research has been traditionally dominated by atomistic or single-culture assumptions. This study extends this stream by investigating the influences of cooperation and culture on the link between leader-member skill distance (one special type of team heterogeneity) and team performance. Building upon input-process-output framework from the perspective of individualist and collectivist cultures, we propose that the association between leader-member skill distance and team performance has an inverted-U shape in individualist cultures. Further, in such cultures, team cooperation can augment the positive effect of leader-member skill distance on team performance. In contrast, in collectivist cultures, the association between leader-member skill distance and team performance has a monotonic and positive shape, and team cooperation will attenuate the positive effect of leader-member skill distance on team performance. We find the empirical support for our views with a mixed-methods design: a qualitative study interviewing informants in different cultures to clarify the psychological mechanisms, and also a quantitative study analyzing the data from US's National Basketball Association (NBA) and China Basketball Association (CBA).

Original languageEnglish
Article number1172
Pages (from-to)183-197
Number of pages15
JournalInternational Journal of Intercultural Relations
Volume49
DOIs
Publication statusPublished - 1 Nov 2015

Keywords

  • Basketball team
  • Cooperation
  • Individualist-collectivist culture
  • Leader-member skill distance
  • Mixed-methods design
  • Team performance

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