The Impact of Employee Psychological Resilience on Conflicts In Semiconductor R D Teams: The ModeratingEffect of Mindfulness Leadership

Background: Semiconductor R & D is technology-intensive and under high ‎environmental pressure, often causing team conflicts and affecting innovation efficiency. ‎According to Self-Determination Theory (SDT)، resilience is the key resource to reduce ‎conflict by meeting the basic needs of autonomy, ability and relevance. The existence of ‎mindful leadership will play a moderating role in this effect.‎ Methods: Based on SDT, a questionnaire survey was conducted among 411 R&D ‎personnel from semiconductor enterprises in Guangdong Province. Structural equation ‎modeling and moderation analysis were applied.‎ Results: Research indicates that psychological resilience reduces all three forms of team ‎conflict: task, relationship, and process. Besides this, mindful leadership further helps. It ‎enables psychological resilience to significantly alleviate three types of team conflicts, ‎relative process conflicts, and is more effective in reducing task and interpersonal ‎relationship conflicts.‎ Conclusion: Employee psychological resilience exhibits a substantial negative ‎correlation with task conflict, interpersonal conflict, and process conflict. Mindfulness ‎leadership significantly alleviates the impact of psychological resilience on three types ‎of team conflicts, with a particularly prominent moderating effect on task and ‎relationship conflicts.‎