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Abstract

Conflict between coworkers on the production line can be expensive as well as time consuming for companies. The business problem investigated in the study is the inability of supervisors on the production line to resolve conflict in nonunion companies, which, consequently, may lead to a drop in organizational productivity. Behaviors impacting shop floor productivity and performance were detected through miniethnographic and descriptive case study qualitative research methods through research of the production line leadership in a global company that manufactures kitchen and fireplace accessories. Results obtained from themes demonstrated that the production supervisor had some leader–member exchange leader characteristics including modeling behavior, individualized support of team members, resolving conflict in an appropriate manner that respected company culture and the existence of inner as well as outer circle members. Recommendations for future research included calling for additional empirical studies exploring the relationship between gender, diversity, and leader–member exchange effectiveness.

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