Individual Task Conflict Asymmetry and Peer Ratings of Member Effectiveness

Abstract

The present article explores the effects of individual task conflict asymmetry—a member’s task conflict perception relative to others on the team—on peer ratings of that member’s effectiveness. In two studies of student teams, we find that individuals who perceive more conflict than their teammates are rated as more effective team members. This effect is explained by uncertainty experienced by the high task conflict perceiver, which acts as a catalyst for additional effort expansion toward team goals. By turning our attention to peer ratings of member effectiveness, we offer an optimistic side to individual task conflict asymmetry.