How do vertical conflicts between team leaders and members affect team performance? From a <i>moqi</i> perspective

Purpose Most research on team conflict focuses on the effects of horizontal conflict among team members, while vertical conflict between leaders and members remains relatively understudied. This study aims to investigate how two types of vertical conflict, task conflict and relationship conflict, affect team performance through the lens of moqi, which reflects an implicit mutual understanding between leaders and members. Design/methodology/approach Drawing on conflict theory, this study develops a moderated mediation model in which moqi mediates the relationship between vertical conflict and team performance, while leader openness moderates the mediation effect. A multi-source longitudinal survey design is employed to collect data, and statistical analyses are conducted to test the proposed hypotheses. Findings The results indicate that task conflict between leaders and members enhances moqi, which in turn improves team performance, with leader openness strengthening this indirect effect. In contrast, relationship conflict inhibits moqi, which reduces team performance, with leader openness weakening this indirect effect. Originality/value This study contributes to the literature on team conflict by shifting the focus from horizontal to vertical conflict and by revealing the distinct mechanisms through which task and relationship conflict influence team outcomes. The study advances the understanding of implicit coordination processes and leadership styles that shape team effectiveness by highlighting the mediating role of moqi and the moderating role of leader openness.