Vertical conflict asymmetry between leaders and members: implications for individual and team creativity

Purpose This study aims to investigate the effects of vertical conflict asymmetry – disparate conflict perceptions between leaders and members – on individual and team creativity. The authors theorize that vertical asymmetry in relationship and task conflict contributes in distinct ways to the creative performance of individual members and the entire team. Design/methodology/approach The authors collected field data from 53 leaders and 153 members across various organizations. Findings The authors found that individual creativity is high when both the leader and the member perceive low relationship conflict. Interestingly, contrary to prior beliefs endorsing conflict symmetry, vertical asymmetry in relationship conflict (both low–high and high–low conditions) was positively associated with team creativity. For task conflict, consistent patterns emerged across levels: low leader–high member asymmetry in task conflict perceptions was associated with higher levels of individual and team creativity than symmetry conditions and high leader–low member asymmetry. Originality/value This analysis provides novel insights into how asymmetrical conflict perceptions between leaders and members can shape creative outcomes of individuals and teams, highlighting the distinct roles of relationship and task conflict asymmetry in hierarchically structured work teams.