Perceptual distance: The impact of differences in team leader and member perceptions across cultures

Cristina B. Gibson, Jay Conger, Cecily Cooper

Research output: Chapter in Book/Report/Conference proceedingChapter

4 Scopus citations

Abstract

In this chapter, we propose a theory of perceptual distance and its implications for team leadership and team outcomes. Perceptual distance is defined as the variance in the perceptions of the same social stimulus, which in this case, is either a team leader's behavior or the team's behavior. The general research question that we will address is, "What are the consequences of perceptual distance for team process and outcomes?" Our basic argument is that the relationship between perceptual distance and team processes and outcomes is moderated by two key cultural characteristics: power distance and collectivism. For example, depending upon the dynamics of power distance, large differences in perceptions of a team leader's behavior can negatively impact team productivity. Similarly, depending upon the dynamics of collectivism, significant variations in perceptions of team cohesion can negatively influence conflict resolution.

Original languageEnglish (US)
Title of host publicationAdvances in Global Leadership
PublisherJAI Press
Pages245-276
Number of pages32
ISBN (Print)0762307234, 9780762307234
StatePublished - Jan 1 2001

Publication series

NameAdvances in Global Leadership
Volume2
ISSN (Print)1535-1203

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ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)
  • Political Science and International Relations

Cite this

Gibson, C. B., Conger, J., & Cooper, C. (2001). Perceptual distance: The impact of differences in team leader and member perceptions across cultures. In Advances in Global Leadership (pp. 245-276). (Advances in Global Leadership; Vol. 2). JAI Press.