This study explores the interplay between leader construal levels and team cognitive diversity in shaping task conflict and performance. Effective leadership hinges on a leader’s ability to perceive and interpret challenges, guiding their teams toward collective success. Construal level theory (CLT) has gained prominence in understanding leadership effectiveness. High-construal thinking, characterized by visionary insight and strategic foresight, has been a hallmark of effective leadership. However, teams with diverse construal levels may experience misalignment and tension, as differing perspectives on goals and priorities create friction. In such teams, low-construal leaders, who focus on concrete tasks and immediate objectives, can bridge these divides and mitigate conflict. Conversely, high-construal leaders may exacerbate misalignment by overlooking immediate dynamics. These insights challenge the assumption that high-construal leadership is universally advantageous, highlighting the importance of aligning leadership style with team dynamics.
