Good to Great: Build strong and vital teams

This empirical study explores the linkages between team conflict, climate, and team effectiveness in research team context. Questionnaire data are collected from research team leaders and members of Chinese universities, and the conceptual model is tested using structural equation modeling method. The findings provide practical implications for managing team conflict in a constructive confrontation approach and stimulating team effectiveness. Research team leaders should reduce the intensity of their emotional reactions to avoid relationship conflict and engage in task conflict to become more effective problem solvers. When every member of the team is engaged in an environment with a free expression of ideas and encourages risk taking, the group as a whole is productive. Unresolved conflict eats up productivity, walking a mile in another’s shoes is helpful for team members to understand others, thus facilitating mutual understanding and mutual trust to create a harmonious team climate.