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Add fuel to the fire: investigating the relationship between leader group prototypicality and intergroup conflict


Purpose
This study aims to investigate the relationship between leader group prototypicality and intergroup conflict, as well as its mechanisms and contextual factors using the social identity theory.


Design/methodology/approach
The research model was empirically tested using multi-phase, multi-source and multilevel survey data in China. The final sample consisted of 75 group leaders and 231 group members. Multilevel structural equation modelling and a Monte Carlo simulation were used for hypothesis testing.


Findings
The results showed that leader group prototypicality would engender intergroup conflict via intergroup distinctiveness. Further, leaders’ benchmarking behaviour moderated this indirect effect. In particular, leader group prototypicality resulted in higher intergroup distinctiveness and intergroup conflict, only when the leaders’ benchmarking behaviour was higher rather than lower.


Originality/value
First, this study addresses the question of whether leader group prototypicality would lead to intergroup conflict to provide theoretical and empirical insights to supplement extant literature. Second, the study advances the understanding of mechanisms (intergroup distinctiveness) and the consequences (intergroup conflict) of leader group prototypicality in an intergroup context. Third, the study shows that leaders’ benchmarking behaviour moderates the effect of leader group prototypicality on intergroup conflict through intergroup distinctiveness. As such, the findings are of value to future management practice by offering precise, practical interventions to manage the intergroup conflict caused by leader group prototypicality.
