Drawing on social identity theory and conflict theory, this study develops a research model that explains the development of team performance. In the model, team performance is indirectly related to authentic leadership and empathy via the full mediation of team identity and relationship conflict. Meanwhile, the positive relationship between team identity and team performance and the negative relationship between relationship conflict and team performance are hypothetically moderated by passion. Empirical testing of this model, by investigating team personnel from high-tech firms, confirms the integrative applicability of social identity theory and conflict theory for improving team performance. Last, the managerial implications and limitations of this study based on its empirical findings are provided.
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