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

Inju Yang and Lily Ming Li

European Management Journal, 2018, vol. 36, issue 1, 105-116

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.

Keywords: Leadership; Perceptual distance; Avoidance; Justice; Gender (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:36:y:2018:i:1:p:105-116

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DOI: 10.1016/j.emj.2017.03.013

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