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Saeed, Tahir, Shazia Almas, M. Anis-ul-Haq, and GSK Niazi. "Leadership styles: relationship with conflict management styles." International Journal of Conflict Management 25, no. 3 (July 8, 2014): 214–25. http://dx.doi.org/10.1108/ijcma-12-2012-0091.
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Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates. Originality/value – Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).
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Chen, Helen X., Xuemei Xu, and Patrick Phillips. "Emotional intelligence and conflict management styles." International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 458–70. http://dx.doi.org/10.1108/ijoa-11-2017-1272.
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Purpose This paper aims to use a multi-level approach to examine the effects of emotional intelligence (EI) components on conflict management styles of Chinese managers when the respondents were in conflicts with their subordinates, peers or superiors. Design/methodology/approach The primary research was conducted in Dalian, China, via a personal survey resulting in 885 usable observations for analysis. EI was measured using the Wong and Law Emotional Intelligence Scale (WLEIS; Wong and Law, 2002), which is made up of 16 questions measuring four dimensions. The conflict management component was measured via Rahim’s (1983) five conflict management styles, which are avoidance, dominating, collaboration, compromise and integration. Findings The data analyses suggested that managers at different levels possess different EI and adopt different conflict management styles when dealing with their subordinates, peers and superiors. Specifically, when subordinates were involved in a conflict, junior managers and female managers were more likely to use the dominating style, while when peers were involved in a conflict, male managers were more likely to use the dominating style. When peers were involved in a conflict, managers working in public sectors were more likely to adopt the integrating, avoiding, obliging and compromising style. The Chinese managers were found to regulate their emotions and use of their emotions effectively in conflict with their peers and supervisors and thus they tended to adopt the avoiding, integrating and obliging style. Self-emotions appraisal and others emotions appraisal were significant to the adoption of the obliging style to handle conflict with their peers and supervisors. Use of emotions effectively was significant for the Chinese managers adopting the compromising style in conflicts with their peers, superiors and subordinates. Research limitations/implications The authors could only reach employees working and living in one city, which affects the generalizability of the paper. Practical implications Training should be provided to managers at different levels on the awareness of the impact of EI on conflict management at workplace. Originality/value There is little existing research on how employees across different levels within organisations in China moderate their EI according to the party they are interacting with. The objective of this paper is to stimulate further debate on the matter, thereby improving the understanding of EI moderation.
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Pangestuti, Naniek. "ANALYSIS OF CONFLICT MANAGEMENT STYLE OF CORRECTIONAL DEVELOPMENT DEVELOPMENT." Journal of Correctional Issues 1, no. 3 (December 19, 2018): 121–31. http://dx.doi.org/10.52472/jci.v1i3.15.
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Understanding conflict management is very important, especially in Prison Houses and Correctional Institutions. By understanding the conflict of prisoners, it will be able to overcome the vulnerability of conflicts that often end in riots. This study uses quantitative research methods in the form of surveys to measure the tendency of conflict management to prisoners. The results showed that of the five conflict management styles, the majority of respondents chose dominance management styles, then the rankings below were collaborative, compromise, and lastly avoidance management styles. None of the respondents chose the accommodation conflict management style
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Chandolia, Elisavet, and Sophia Anastasiou. "Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece." European Journal of Investigation in Health, Psychology and Education 10, no. 1 (February 14, 2020): 455–68. http://dx.doi.org/10.3390/ejihpe10010034.
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There are few options available for school managers who wish to effectively tackle school conflicts. The aim of the present work was to assess the issue of school conflict, its sources, and the effectiveness of different conflict management styles in Secondary Education school units in Greece. Teachers (n = 128) from twelve randomly selected schools in the region of Epirus, NW Greece, participated in the present work. Teachers’ views on their school Principals’ leadership style as well as the sources, the type(s), and the severity of conflict in their school unit were surveyed. Conflict appeared to be a frequent issue in schools. Frequent sources of conflict included interpersonal and organizational parameters. School leaders exhibited a range of conflict management styles. Compromise and Collaborative styles were frequently observed, followed by Smoothing and Forcing. Avoidance was less frequently exhibited by school leaders. The transformational and transactional leadership styles exhibited were equally effective in successful conflict resolution, whereas a laissez-faire leadership style was not. The results indicate that leadership and conflict management style can be associated with the effectiveness of conflict management.
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Gonçalves, Gabriela, Marta Reis, Cátia Sousa, Joana Santos, Alejandro Orgambídez-Ramos, and Peter Scott. "Cultural intelligence and conflict management styles." International Journal of Organizational Analysis 24, no. 4 (September 5, 2016): 725–42. http://dx.doi.org/10.1108/ijoa-10-2015-0923.
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Purpose Negotiating effectively in multicultural contexts or others is not only a very important skill for all organizational elements but also crucial to inter-organizational relations (Adler, 2008). If defined as a process that occurs when one party feels adversely affected by another (De Dreu, 1997). Conflict management styles can be analyzed as a function of personality variables. In this respect, cultural intelligence and self-monitoring appear to be relevant variables, as they are characterized by the demonstration of flexibility and interest in elements that are present in conflict management styles. This study aimed to evaluate the extent to which variables such as cultural intelligence and self-monitoring can positively influence the ability to solve interpersonal conflicts more effectively. Design/methodology/approach This study, with a sample of 399 individuals, aimed to test a model that explores how cultural intelligence and self-monitoring are related as predictor variables in the styles of conflict resolution. Findings It was observed that cultural intelligence presents itself as a reasonable predictor of conflict management styles, whereas self-monitoring appeared as a dispositional and controversial measure in relation to those styles. Self-monitoring exhibited itself as an important predictor of conflict management, but on the other hand, it had an influence on the choice of the dominating style in conflict situations. Practical implications Understanding the predictors of conflict management style and, in particular, realizing the extent to which cultural intelligence promotes a more effective conflict management style can help in the development of selection processes and skill training programs. The development of these multicultural skills will contribute to individual, social and organizational well-being. Originality/value This study contributes to the literature of individual differences and conflict management, demonstrating that some individual differences that predict the styles of conflict management can lead to a certain ambiguity in understanding the behaviour that an individual may adopt in situations of conflict.
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Egerová, Dana, and Lucie Rotenbornová. "TOWARDS UNDERSTANDING OF WORKPLACE CONFLICT: AN EXAMINATION INTO CAUSES AND CONFLICT MANAGEMENT STRATEGIES." Problems of Management in the 21st Century 16, no. 1 (June 20, 2021): 7–18. http://dx.doi.org/10.33225/pmc/21.16.07.
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Workplace conflict is regarded as a naturally and unavoidably occurring phenomenon in today's organisations. To identify the causes of workplace conflict it is critically important to determine appropriate conflict management strategies and effectively manage conflict. The purpose of this study was to explore causes of interpersonal conflicts between managers and employees and the conflict management styles used to handle these conflicts. A qualitative approach including thematic analysis and content analysis was employed. The thematic analysis was carried out to explore the themes concerning causes of conflicts between managers and employees. The content analysis was used to identify the conflict management styles. The data for both analyses included 47 individual written assignments describing conflict situations between managers and employees. Four general themes including poor management, manager personality, poor communication and differences in views emerged from the thematic analysis. Each theme also encompassed a number of subthemes. The findings of the content analysis showed that fight was the most adopted style used by both male and female managers. The findings also revealed that three styles emerge as the most frequently adopted by employees including avoidance, adaptation, and collaboration. The practical implications and limitations of this study are discussed. Keywords: causes of conflict, conflict management styles, gender, qualitative analysis, workplace conflict
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ÇETİN, Münevver Ölçüm, and Özge HACIFAZLIOĞLU. "Academics Conflict Management Styles." Doğuş Üniversitesi Dergisi 2, no. 5 (July 27, 2004): 155–62. http://dx.doi.org/10.31671/dogus.2019.294.
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Eckstein, Daniel. "Styles of Conflict Management." Family Journal 6, no. 3 (July 1998): 240–43. http://dx.doi.org/10.1177/1066480798063015.
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Ayub, Nailah, Suzan M. AlQurashi, Wafa A. Al-Yafi, and Karen Jehn. "Personality traits and conflict management styles in predicting job performance and conflict." International Journal of Conflict Management 28, no. 5 (October 9, 2017): 671–94. http://dx.doi.org/10.1108/ijcma-12-2016-0105.
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Purpose Personality differences may be a major reason of conflict, as well as the perception of conflict and preference for handling that conflict. This study aims to explore the role of personality traits in determining conflict and performance. The authors also studied the moderated mediated relationship between personality and performance through conflict and conflict management styles. Design/methodology/approach A field survey was conducted with a sample of 153 employees to test the hypotheses. Findings As hypothesized, agreeable persons perceive less conflict and extraverts are more likely to use integrating, obliging, compromising and avoiding styles. Emotionally stable people opt for integrating style whereas neurotics opt for dominating style. Conscientiousness, openness and emotional stability have a direct effect on performance, but the interactions between conflict and conflict management styles determine the relationship between personality traits and performance. Research limitations/implications The cross-sectional nature of data and somewhat reliable coefficients for personality measures reduce confidence in the results. Future research should use different or multiple measures of personality. Personality traits may be explored in view of the degree of each personality trait or interactions between personality traits. Practical implications People are sensitive about engaging in conflict and handling conflict differently because of their personality characteristics. The personality traits should, therefore, be understood and considered for conflict experience, conflict management and performance. Originality/value The paper adds to management research by investigating the relationship between personality traits, conflicts, conflict management styles and performance.
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Anwar, Muhammad Nadeem, Ghulam Zainab, and Asma Khizar. "Compatibility of Leadership Styles with Cooperative and Non-Cooperative Conflict Management Strategies." Global Educational Studies Review VI, no. I (March 30, 2021): 306–13. http://dx.doi.org/10.31703/gesr.2021(vi-i).31.
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Conflict among leaders and subordinates is natural meanwhile same is observed among headteachers and teachers; if it is not managed appropriately can create an adverse impact on organizational climate and subsequently on performance. A plethora of literature looked at the leadership styles that have direct/indirect influence on cooperative and non-cooperative conflict management practices. The present study examines the compatibility between leadership styles and cooperative and non-cooperative conflict management strategies of the secondary schools in Punjab. 360 randomly selected head teachers participated in this study. Two questionnaires were used, one for leadership styles and the other for cooperative and non-cooperative conflict management strategies. The results indicated that cooperative strategies of conflict management such as accommodation, collaboration and compromising are much helpful in a place where democratic leadership style was being practised, and authoritative leaders intended to follow non-cooperative such as competing and avoiding strategies in order to manage conflicts in schools. Therefore, it can be inferred that Headteachers who perceived to exhibit a more democratic style of leadership adopted cooperative strategies of conflict management. The headteachers who were perceived to exhibit a more autocratic leadership style opted for non-cooperative strategies of conflict management.
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He, Yuanqiong, Xiu-Hao Ding, and Kunpeng Yang. "Unpacking the relationships between conflicts and team innovation." Management Decision 52, no. 8 (September 9, 2014): 1533–48. http://dx.doi.org/10.1108/md-03-2014-0127.
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Purpose – Teamwork is important for innovation, but it often incurs conflicts. Previous literature has reported inconsistent relationships between conflicts and team performance. The purpose of this paper is to clarify this relationship and explore how to improve team innovation using conflict management styles. Design/methodology/approach – This study collects data in China and the survey covering 436 participants from 126 project teams. Then, structure equation model by AMOS and moderated regression analyses are used for hypotheses testing. Findings – This study finds that cognitive conflict and affective conflict have positive and negative effects on team innovation separately, and cognitive conflict positively affects affective conflict, with the total effect of cognitive conflict on team innovation being negative. Moreover, this study suggests that cooperative conflict management styles and dominating style (one of competitive conflict management styles) moderate the relationship between cognitive conflict and affective conflict negatively and positively. Research limitations/implications – First, this study did not consider features of organizations as control variables. Future research can advance in this direction. Second, the data were collected from a single marketing innovation program. Further research might use more diversified teams to test the hypotheses. Practical implications – Firms should realize that cognitive conflict promotes team innovation directly, but it also harms team innovation through affective conflict. Then, cooperative conflict management styles are effective in weakening the relationship between cognitive conflict and affective conflict. Originality/value – This study fulfills an identified need to clarify the relationship between conflict and team performance, as well as how conflict management styles moderating the relationship between cognitive conflict and affective conflict.
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Yaseen, Saad G., Ghaleb A. El Refae, Dima M. Dajani, and Ashgan A. Ghanem. "Conflict Management Styles and Innovation Performance." International Journal of Human Capital and Information Technology Professionals 12, no. 4 (October 2021): 31–45. http://dx.doi.org/10.4018/ijhcitp.2021100103.
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The aim of this research is to empirically investigate the relationship between conflict management styles (CMSs), organizational agility, and innovation performance. Covariance-based structural equation modeling was used to test Rahim and Bonoma conflict management styles and their relations to organizational agility and innovation performance. A total of 460 questionnaires were collected from the Jordanian telecommunication companies. Findings revealed that integrating style has a significant impact on the organizational agility and innovation performance. Organizational agility mediates the relationship between compromising and integrating conflict styles and innovation performance. The obliging, dominating, and avoiding conflict management styles have an insignificant effect on innovation performance. This research has significantly contributed to the existing literature where prior studies were mainly conducted in the Western context. The conflict management field is still under research in the Middle Eastern business context.
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Ramayan, Srikumar K., Intan Abida Abu Bakar, Vijaya Sooria Sangaran Kutty, and Kamdoum Keren Rosa. "Causes of Intercultural Conflict and its Management Styles Among Students in Sunway University." Idealogy Journal 5, no. 2 (September 28, 2020): 199–214. http://dx.doi.org/10.24191/idealogy.v5i2.242.
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The purpose of this study is to discover the causes of intercultural conflict and its management styles among Sunway University students. A total of six participants were selected from among different departments at Sunway university. A qualitative method was used to achieve the objectives of this research through in-depth interviews. the causes of intercultural conflict and its management styles were assessed based on intercultural conflict and intercultural conflict management style theory. The participants’ feedback was transcribed and analyzed by using the deductive coding method which identified themes such as intercultural conflict, impact on intercultural conflict on relationships as well as intercultural conflict management styles that comprises of five categories, obliging, dominating, avoiding, compromising and integrating style. The results suggest, misunderstanding, as the main cause of intercultural conflict and it impacts people both positively and negatively depending on the situation. While suggesting avoiding style as the most used style of overcoming intercultural conflict among Sunway university students when it comes to gender, race, religion and cultural issues. The research findings will add to existing work on intercultural conflict and its management styles.
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Baum, Nehami, and Dan Shnit. "Divorced Parents' Conflict Management Styles." Journal of Divorce & Remarriage 39, no. 3-4 (September 2003): 37–58. http://dx.doi.org/10.1300/j087v39n03_02.
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Reio, Thomas G., and Jeannie Trudel. "Workplace Incivility and Conflict Management Styles." International Journal of Adult Vocational Education and Technology 4, no. 4 (October 2013): 15–37. http://dx.doi.org/10.4018/ijavet.2013100102.
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The purpose of this study was to examine the relations among conflict management styles and target and instigator incivility and job performance, organizational commitment, and turnover intent. Data from 270 employees suggested that experiencing and instigating uncivil behavior occurred frequently. Using an integrative conflict management style was positively associated with job performance and organizational commitment and negatively with turnover intent. Dominate conflict management style was negatively associated with organizational commitment and positively with turnover intent. Both types of incivility were negatively associated with job performance and organizational commitment, and positively with turnover intent. Target incivility was the most powerful predictor in the hierarchical regression models.
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Izham, Mohd, Nurul Sahadila, and Aida Hanim. "Headteachers Conflict Management Styles and Teachers Job Satisfaction in Malaysian Primary Schools." International Journal of Educational Best Practices 1, no. 2 (October 28, 2017): 38. http://dx.doi.org/10.31258/ijebp.v1n2.p38-49.
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The purpose of this study was to investigate the conflict management styles among head teachers and the relationships between the styles and teachers job satisfaction. The study also examined the head teachers conflict management styles and teachers job satisfaction based on the demographic characteristics. A questionnaire was administered to 120 respondents in 5 primary schools in the district of Tampin, Malaysia. Descriptive and Manova statistics were used to examine the levels and differences of conflict management styles used among head teachers and teachers job satisfaction in terms of their demographic characteristics. The findings showed that the head teachers used all the five conflict management styles: cooperating style, adapting style, compromising style, bargaining style, and problem-solving style. Most head teachers preferred cooperating style as compared to bargaining style. Further, the findings showed that there was no difference for all the five conflict management styles in relation to the head teacher demographic characteristics. However, the findings showed that there was a significant difference for teachers job satisfaction in terms of years of service and no difference for teachers job satisfaction in terms of other demographic characteristics. Implications for all policymakers to improve future policy related to leadership training for all head teachers in schools were discussed.
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Bordean, Ovidiu Niculae, Dalma Szonja Rácz, Sebastian Ion Ceptureanu, Eduard Gabriel Ceptureanu, and Zenovia Cristiana Pop. "Gender Diversity and the Choice of Conflict Management Styles in Small and Medium-Sized Enterprises." Sustainability 12, no. 17 (September 1, 2020): 7136. http://dx.doi.org/10.3390/su12177136.
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The current study investigates the relation between biological sex and gender role upon the choice of conflict management styles. The Bem Sex Role Inventory (BSRI) measured the gender role and Rahim Organizational Conflict Inventory-II (ROCI-II) Form C measured the conflict handling styles. Participants were employees of small and medium-sized enterprises (SMEs). The results found that biological sex has no correlation with the choice of conflict management style. On the other hand, the findings have shown that gender role is a predictor for the choice of conflict management styles as masculine individuals were highest on the dominating conflict style, whereas feminine individuals were highest on the avoiding style.
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Tanveer, Yasir, Qi Jiayin, Umair Akram, and Anum Tariq. "Antecedents of frontline manager handling relationship conflicts." International Journal of Conflict Management 29, no. 1 (February 12, 2018): 2–23. http://dx.doi.org/10.1108/ijcma-03-2017-0021.
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Purpose Conflicts are inevitable in organizations and are a significant challenge for frontline managers (FLMs). This study aims to investigate the relationship between the leadership styles of FLMs and relationship conflicts (RLCs), with the indirect intervention of emotion regulation (ER) and five conflict-handling styles (CHSs). Design/methodology/approach Research data were obtained from 243 FLMs in the Pakistan textile industry. SPSS 23 and PROCESS macros software were used to test and verify hypotheses regarding leadership styles, ER, CHSs and RLC. The authors conducted 5,000 bootstrap replications to verify mediation. Findings Leadership styles are significantly associated with RLC. A high degree of ER can negatively moderate RLCs through transformational leadership (TFL) and transactional leadership (TCL) styles and positively moderate RLCs through a laissez-faire leadership (LZF) style. Among CHSs, a compromise style mediates the relationship between RLC and the TFL and LZF styles, and a domination style mediates the relationship between RLC and the TCL style. Practical implications FLMs should be trained to overcome workplace interpersonal conflicts. Appropriate cognizance of a conflict before it occurs is a requisite skill. FLMs must be able to use all five given CHSs. Originality/value This study identifies the association of leadership styles with CHSs and ER to manage RLC in a non-Western context. The study enhances understanding of the use of the ER factor with the different CHSs of FLMs.
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Yazdanmehr, Elham, Yousef Ramezani, and Fatemeh Aghdassi. "Teacher Leadership and Conflict Management in EFL Classroom in the Light of the Contingency Theory of Human Resource Management: An Interdisciplinary Study." Theory and Practice in Language Studies 10, no. 8 (August 1, 2020): 916. http://dx.doi.org/10.17507/tpls.1008.09.
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The present interdisciplinary research was enlightened by the contingency theory of human resource management (HRM) and aimed to explore Iranian EFL teachers’ leadership and conflict management styles in the private sector. To this aim, Fiedler’s leadership measurement instrument along with Thomas & Kilmann’s conflict management instrument were used to collect data from 51 EFL teachers teaching in private language institutes of Khorasan Razavi, Iran. The aim was to find what proportion of teachers were task-oriented and what proportion were relation-oriented in leadership, and which conflict management styles were more prevalent among task-oriented and which were dominant among relation-oriented teachers. Furthermore, comparisons were made between male/female, younger (20-30 yrs.)/older (>30 yrs.) and experienced (>5 yrs.)/novice (<5 yrs.) teachers in terms of the leadership style as well as the conflict management style. Descriptive as well as inferential statistics were used to analyze the data in SPSS21. The results revealed that the majority of participants used task-oriented leadership style in class. Task-oriented teachers showed to use the accommodating conflict management style more while relation-oriented teachers prevalently used the collaborating style. Statistically significant differences were found between demographic groups in terms of the leadership and conflict management styles. Awareness of different leadership and conflict management styles can enrich teacher training courses and professional development programs in Applied Linguistics.
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Kantek, Filiz, and Nurdan Gezer. "Conflict in schools: Student nurses’ conflict management styles." Nurse Education Today 29, no. 1 (January 2009): 100–107. http://dx.doi.org/10.1016/j.nedt.2008.07.007.
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Gbadamosi, Oluwakemi, Abbas Ghanbari Baghestan, and Khalil Al-Mabrouk. "Gender, age and nationality: assessing their impact on conflict resolution styles." Journal of Management Development 33, no. 3 (April 8, 2014): 245–57. http://dx.doi.org/10.1108/jmd-02-2011-0024.
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Purpose – The purpose of this paper is to investigate the conflict resolution styles used by university students in handling conflicts, and to determine the effects (if any) of age, nationality and gender on how students respond to conflicts. Design/methodology/approach – The Thomas-Kilmann conflict mode instrument was adopted to assess the conflict resolution styles (accommodating, avoiding, collaborative, competitive and compromising) of post graduate students in a University in Malaysia. Both ANOVA and t-test analyses were utilized to investigate the relationship between, nationality, gender, age and conflict resolution styles used by students. Findings – Results of this study indicates that female students used competitive style more than male students, while male students are more likely to avoid conflicts. The older students were discovered to use more avoiding, while younger students are more likely to be competitive in nature. The findings did not reveal any significant differences in nationality. Originality/value – This paper expands its focus from gender (which is the most commonly tested category) to other categories such as age and nationality, thereby giving room for these new categories to be tested extensively in future researches. The results reveal that students not only use different conflict resolution styles to address conflicts, but also there exists differences in the styles used by students of different age groups and gender.
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Riasi, Arash, and Nasrin Asadzadeh. "How Coercive and Legitimate Power Relate to Different Conflict Management Styles: A Case Study of Birjand High Schools." Journal of Studies in Education 6, no. 1 (February 5, 2016): 147. http://dx.doi.org/10.5296/jse.v6i1.8946.
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<p>This study investigates the relationship between two sources of organizational power (i.e., coercive and legitimate power) and five conflict management styles (i.e., avoiding, accommodating, competing, collaborating, and compromising style). Results of this study revealed that principals’ coercive power has a positive relationship with avoiding and competing conflict management styles. Since these two conflict management styles both require low levels of cooperation, therefore it is fair to claim that higher degrees of coercive power facilitate the use of conflict management styles that require low levels of cooperation. It was also found that principals’ legitimate power is positively related to accommodating and collaborating conflict management styles. Since both of these styles are associated with high levels of cooperation, therefore it is fair to claim that higher degrees of legitimate power will facilitate the use of conflict management styles requiring high levels of cooperation.</p>
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Boonsathorn, Wasita. "Understanding conflict management styles of Thais and Americans in multinational corporations in Thailand." International Journal of Conflict Management 18, no. 3 (November 16, 2007): 196–221. http://dx.doi.org/10.1108/10444060710825972.
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Purpose – The purpose of this paper is to examine the preferences for conflict management styles of Thais and Americans in multinational corporations in Thailand. Gender and the length of exposure to other cultures were also taken into account as influences on the preference for conflict management styles. Design/methodology/approach – Quantitative methodology was used. A total of 250 Thais and 64 Americans from 73 multinational companies were asked to complete the questionnaires consisting of conflict management style instrument and a set of demographic information. ANOVAs and Pearson's correlations were used for data analysis. Findings – Thais, compared with Americans, preferred avoiding and obliging conflict management styles and exhibited no differences in preferences for other styles. Males and females did not exhibit differences in preferences for conflict management styles. There was a negative correlation between length of stay abroad for Thais and preference for avoiding and obliging conflict management styles, and a positive correlation between length of stay abroad for Thais and preference for a dominating conflict management style. Research limitations/implications – The language of the instrument, the small number of American female participants, and the positions of the participants may limit the generalization of the findings. Practical implications – The paper presents a very useful source of information for people working in multinational corporations and trainers in the area of intercultural communication. Originality/value – This paper provides new insight into the preference of conflict management styles in a multinational context, the entity in which people from many cultures directly interact (intercultural perspective). The length of exposure to other cultures was also investigated in relation to the preference of conflict management styles.
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Čiuladienė, Gražina, and Marek Walancik. "Being Ready to Lecture a Multicultural Class: Asian Preferences for Conflict Management Style." Cultural Management: Science and Education 4, no. 1 (June 25, 2020): 105–18. http://dx.doi.org/10.30819/cmse.4-1.06.
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Lecturers increasingly face the challenge of managing conflicts in a cross-cultural study environment. Cultural variations have a significant impact on communication in general and conflict communication in particular. The study aims to examine Asian preferences concerning conflict behavior. Understanding of different conflict styles in conflict is important for facilitating intercultural competence. This article reviews the findings on Asian preferences for avoiding, integrating, and dominating while managing interpersonal conflicts. Seven studies were reviewed. The results of this review indicate that although Asian nations have often been labelled as “collectivists”, there is a difference between the “Asians”. Koreans are more likely to use a dominating style, Taiwanese and Hong Kong Chinese are more likely to use an avoiding style, and Thais and Japanese are more likely to use an integrating style to solve an interpersonal conflict.
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Alshammri, Shaysh Nazzal. "Do informal groups threaten organizations? Comparing group conflict management styles with supervisors." Independent Journal of Management & Production 12, no. 4 (June 1, 2021): 997–1018. http://dx.doi.org/10.14807/ijmp.v12i4.1342.
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This research aims to identify the role played by informal groups in organizational conflict. The existing literature mainly focuses on the effects of informal groups on the behaviors of employees, such as resisting management and disobeying instructions. However, studies that specifically measure how informal groups affect the behaviors of their members in handling conflicts with supervisors are lacking. This research uses quantitative methodology. Data were collected using the Rahim Organizational Conflict Inventory II survey. The participants were 316 workers in various American organizations. The results were analyzed using multivariate analysis of variance, one-way analysis of variance, Pearson’s correlation coefficient, and the two-samples z-test. The results show that employees who belong to informal groups use the dominating style more frequently than do employees who do not belong to informal groups. However, they do not always use dominating styles; occasionally, they tend to use compromising and integrating styles as well. Age has a significant impact on the relationship between informal groups and integrating and dominating styles. There is also a relationship between gender and avoiding style among employees who belong to informal groups. However, there is no preference for a certain conflict style among the three types of informal groups. The results have implications for management science, including human resources and organizational behavior. However, the research applications may be limited for employees in collectivist societies that are different from American (an individualistic society). The relationship between informal groups and conflict style with supervisors has not been studied before. Thus, this research focuses on not only the five conflict styles but also the influence of demographic variables to comprehensively understand this relationship.
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Canaan Messarra, Leila, Silva Karkoulian, and Abdul-Nasser El-Kassar. "Conflict resolution styles and personality." International Journal of Productivity and Performance Management 65, no. 6 (July 11, 2016): 792–810. http://dx.doi.org/10.1108/ijppm-01-2016-0014.
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Purpose – Conflict in the workplace creates a challenge for many of present day managers. The purpose of this paper is to explore the moderating effect of generations X and Y on the relationship between personality and conflict handling styles. Design/methodology/approach – The study is conducted using a sample of 199 employees working in the electronic retail sector in a non-Western culture. The five-factor model of personality traits is used to measure personality, while conflict styles are measured using Rahim’s Organizational Conflict Inventory II. Findings – Results indicate that generations X and Y moderate the relationship between specific personality traits and conflict handling styles. Research limitations/implications – This study investigated the moderating effect of generations X and Y on a sample of employees within the electronic retail service sector in Lebanon. It is recommended that future research examine such a relationship in other sectors and cultures for generalizability. Since generation Z (born in the late 1990s) will soon be entering the job market, further studies should include this cohort when investigating the relationships. Finally, for a deeper understanding of the relationship, it is advisable to use both qualitative and quantitative data collection methods. Practical implications – The understanding of what influences an individual’s choice regarding his/her choice of conflict resolution styles is of great use to supervisors in general and human resource managers in particular. This will assist in developing training programs that help employees acquire the appropriate skills necessary to control their impulses in a conflict situation. Training should comprise conflict resolution and communication skills that could help bridge the gap between generations. Effectively managing generational conflict in the workplace can positively contribute to the level and frequency of future conflicts, which in turn, can lead to favorable organizational outcomes. Originality/value – Earlier research that examined the relationship between personality and conflict management styles have found varying results ranging from weak to strong relationships. The understanding of what influences an individual’s choice of which management style he/she chooses is of great use for managers in general and human resource managers in particular. This study showed that the inconsistency could be the result of some factors that moderate this relationship. The age of individuals contributes to the strength or the weakness of the various relationships between personality and conflict handling styles. Findings suggest that generations X and Y do not moderate the relationships among the personality traits and the dominating and obliging conflict styles. They do, however, have varying moderating effects on the relationships between specific personality traits and the integrating, avoiding, and compromising styles.
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UZUN, Tevfik, and Ahmet AYIK. "Relationship between Communication Competence and Conflict Management Styles of School Principals." Eurasian Journal of Educational Research 17, no. 68 (March 22, 2017): 169–88. http://dx.doi.org/10.14689/ejer.2017.68.9.
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Slabbert, A. D. "Conflict management styles in traditional organisations." Social Science Journal 41, no. 1 (March 1, 2004): 83–92. http://dx.doi.org/10.1016/j.soscij.2003.10.007.
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Özkalp, Enver, Zerrin Sungur, and Aytül Ayşe Özdemir. "Conflict management styles of Turkish managers." Journal of European Industrial Training 33, no. 5 (June 5, 2009): 419–38. http://dx.doi.org/10.1108/03090590910966571.
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Tatum, B. Charles, and Richard J. Eberlin. "Organizational justice and conflict management styles." International Journal of Conflict Management 17, no. 1 (February 2006): 66–81. http://dx.doi.org/10.1108/10444060610734181.
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Montes, Carlos, Dámaso Rodríguez, and Gonzalo Serrano. "Affective choice of conflict management styles." International Journal of Conflict Management 23, no. 1 (February 10, 2012): 6–18. http://dx.doi.org/10.1108/10444061211199304.
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Cooper, Mary L., Margaret E. Knight, M. Lance Frazier, and Daniel W. Law. "Conflict management style and exhaustion in public accounting." Managerial Auditing Journal 34, no. 2 (February 4, 2019): 118–41. http://dx.doi.org/10.1108/maj-09-2017-1643.
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PurposeAs exhaustion is a core dimension of job burnout, the purpose of this paper is to demonstrate that individual perceptions of supervisor conflict management style (collaborative, dominating and avoidant) are antecedents of role stressors (role conflict, role ambiguity and role overload) in public accounting exhaustion.Design/methodology/approachSurvey results from a sample of 208 public accountants from six firms in upstate New York are used to test the conceptual model using regression and mediation techniques.FindingsThe findings indicate that perceptions of collaborative and dominating conflict management styles are important antecedents to the role stressors that precede exhaustion in public accounting. The findings also indicate that collaborative and dominating management styles have an indirect effect on exhaustion through both role conflict and role overload.Research limitations/implicationsThe sample was taken from six accounting firms in one geographic area of the USA and may not be representative of all public accountants. As a result, generalizability may be limited. Theoretical implications include expansion of the existing public accounting exhaustion model to incorporate individual perceptions of conflict management styles as antecedents to role stressors, and consequently to demonstrate the indirect effects of these conflict management styles on exhaustion.Practical implicationsThis study’s findings provide practitioners with insight regarding conflict management styles, specifically which ones have a positive versus negative effect on role stressors. This can be considered in hiring, training and promotion decisions in firms’ efforts to reduce exhaustion.Originality/valueThis augmentation of the existing public accounting exhaustion model is unique, as prior research has not examined individual perceptions of conflict management style. This not only enriches the model but also is actionable by public accounting firms seeking to mitigate exhaustion.
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Lee, Younebook, and Hyeakyung Lee. "Role Conflict and Conflict Management Styles of Hospital Nurses." Korean Journal of Stress Research 23, no. 3 (September 30, 2015): 147–58. http://dx.doi.org/10.17547/kjsr.2015.23.3.147.
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김호정. "The Relationship of Conflict Types and Conflict Management Styles." Korean Review of Organizational Studies 8, no. 2 (August 2011): 111–40. http://dx.doi.org/10.21484/kros.2011.8.2.111.
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Mukherjee, Kanchan, and Divya Upadhyay. "Effect of mental construals on cooperative and competitive conflict management styles." International Journal of Conflict Management 30, no. 2 (April 8, 2019): 202–26. http://dx.doi.org/10.1108/ijcma-11-2017-0136.
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Purpose This paper aims to explore the psychological antecedents and processes that lead to competitive or cooperative attitudes in conflict management using the lens of construal level theory (CLT). CLT suggests that adopting a distal versus proximal psychological perspective changes the way people think and behave. This research explores the systematic effect of these abstract versus concrete mental construals on preferred conflict management styles. Design/methodology/approach First, theoretically grounded hypotheses linking different mental construals to cooperative and competitive conflict management styles were formulated. Subsequently, four empirical studies were conducted to test the hypotheses. Findings The studies provide support to the hypotheses showing that high construal abstract thinking is linked to preference for cooperation while low construal thinking is linked to preference for competition. Further, two different psychological processes mediate participants’ preferences for cooperative and competitive conflict management styles, the former mediated by perspective taking and empathic concern and the latter by impulsivity and aggression. Research limitations/implications The research measures conflict management styles rather than actual behavior. Also, focus is on trait mental construals rather than priming of high or low construal thinking. Practical implications Deeper understanding of the psychology of cooperative and competitive conflict management styles can help parties attain better outcomes and can potentially contribute to training and talent development by educating conflict management practitioners. Social implications The findings of this research can potentially inform effective interventions aimed at reducing intergroup conflicts. Originality/value Mental construals and related psychological processes are linked to conflict management styles for the first time.
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Loo, Robert. "A PSYCHOMETRIC AND CONSTRUCT VALIDITY ASSESSMENT OF THE FLYNN-ELLOY CONFLICT MANAGEMENT STYLES INVENTORY." Social Behavior and Personality: an international journal 27, no. 3 (January 1, 1999): 237–45. http://dx.doi.org/10.2224/sbp.1999.27.3.237.
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This study examined Flynn and Elloy's (1987) 30-item Conflict Management Styles Inventory which taps five styles: competition, collaboration, compromise, avoidance, and accommodation. A sample of 210 management undergraduates completed the inventory and the Marlowe-Crowne Social Desirability scale (Crowne & Marlowe, 1960). Subsamples also completed the General Decision-Making Style inventory (Scott & Bruce, 1995) or the Life Roles Inventory-Values Scale (Fitzsimmons, Macnab, & Casserly, 1985). Confirmatory factor analyses supported the five scales although exploratory factor analyses and item/scale reliability analyses revealed some psychometric weaknesses. Six indexes formed from various combinations of the five styles were examined (Chanin & Schneer, 1984) as well as gender effects. All the styles and indexes were independent of social desirability. The pattern of relationships between conflict management styles and both decision-making styles and values provide some construct validity support for the Conflict Management Styles Inventory.
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Sahban, Muhammad Amsal, and Qaiser Abbas. "Comparison of Conflict Management Style Between Malaysian and Thai Employees: A Case Study in Top Glove Corporation." Journal of Business and Social Review in Emerging Economies 4, no. 2 (December 31, 2018): 207–20. http://dx.doi.org/10.26710/jbsee.v4i2.244.
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Objective: This study investigated the fundamental beliefs regarding cross-cultural differences in conflict styles.
Methodology: The sample consisted of 46 employees from 2 different countries between Malaysia and Thailand. T test analysis was used to investigate the effect of conflict styles on both Malaysia and Thai employees.
Results: Findings revealed that the avoiding and compromising styles are generally the most preferred by both Malaysian and Thai employees; accommodating and collaborating are the next preference, followed by competing. Competing is preferred by Malaysian workers rather than Thai workers. While, Thai employees use more collaborating style rather than Malaysian Employee. We also found that Thai employees rely more on comprising style than Malaysian employees do.
Finally, the meaning of three of the five styles is different from Malaysian and Thai employees: only avoiding and accommodating conflict styles are interpreted similarly by both groups. Therefore, we conclude that both Malaysian and Thai experience higher levels of task conflict as they use more avoiding style in their workplace. Areas for future research are considered to get a further finding of this research.
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Parmer, Lucinda. "Relationships between philosophical values and conflict management styles." International Journal of Conflict Management 29, no. 2 (April 9, 2018): 236–52. http://dx.doi.org/10.1108/ijcma-11-2016-0091.
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Purpose To examine the relationships between Boyatzis et al.’s (2000) philosophical value orientations and Rahim’s (1983 & 1995) conflict management styles through an exploratory research study. The philosophical value orientations are identified as pragmatic, intellectual and human. The conflict management styles are represented as integrating, obliging, dominating, avoiding and compromising. Design/methodology/approach The author collected a sample of 161 participants gathered from Amazon’s mechanical turk digital labor pool. Participants completed a survey measuring their philosophical value orientations, conflict management styles and provided information on demographic characteristics. Statistical analysis was used to explore the relationship between philosophical value orientations, conflict management style scores and demographic characteristics. Findings The study demonstrated there were significant associations between the philosophical value orientations and the conflict management styles. Significant associations regarding the philosophical value orientations and conflict management styles were also found across the demographic groups. Research limitations/implications Three philosophical value orientations were examined in this study to include pragmatic, intellectual and human; however, there are a multitude of personal and workplace values that could be further studied. Practical implications The practical implications of this study show that employees do bring into the company or organization a set of beliefs and value structures that can influence how they respond and relate to their immediate supervisor in challenging or conflicting situations. Social implications The social implications of this study indicate employees’ behavior and reactions to their immediate supervisor are directly manipulated by the value-based system they have developed prior to joining the organization. Originality/value No prior research has examined the relationship between Boyatzis et al.’s (2000) philosophical value orientations of pragmatic, intellectual and human and Rahim’s (1983 & 1995) conflict management styles of integrating, obliging, dominating, avoiding and compromising. This study explores how philosophical value orientations are related to the five conflict management styles manifested within the organizational leader-follower dyadic relationship.
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Zhang, Su Juan, Yong Qiang Chen, and Hui Sun. "Emotional intelligence, conflict management styles, and innovation performance." International Journal of Conflict Management 26, no. 4 (October 12, 2015): 450–78. http://dx.doi.org/10.1108/ijcma-06-2014-0039.
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Purpose – This paper aims to investigate the relationship among emotional intelligence (EI), conflict management styles (CMSs) and innovation performance, and test the mediating effects of various types of CMSs. Innovation is playing a more and more critical role in the survival and development of companies. EI is assumed to be an antecedent of employees’ innovation performance. Conflict is an inevitable phenomenon in organizations, and different CMSs have different impacts on individual performance. Design/methodology/approach – Research data were obtained from 159 employees in the construction industry in China. SPSS 19.0 was used to test and verify the hypotheses concerning the relationship among EI, CMSs and innovation performance. The authors also conducted a 500-times bootstrapping to verify the mediating roles of different CMSs. Findings – Results indicate that EI is positively and significantly associated with integrating, compromising and dominating styles, as well as innovation performance in the construction industry. In addition, the integrating style has a significantly positive relationship with innovation performance. This research also confirms the mediating effect of integrating style on the relationship between EI and innovation performance. Practical implications – The authors recommend that managers, especially in the construction industry, who are willing to maintain high levels of innovation performance of employees can provide EI training programs. In addition, to improve innovation performance, companies should provide employees with appropriate training emphasizing the importance of conflict management strategies, especially the integrating style. Originality/value – Limited research has focused on the antecedents of conflict management strategies or the relationship between EI and innovation performance. A framework integrating EI, CMSs and innovation performance is put forward and empirical evidence of the relationship between EI and employees’ innovation performance is provided. This research helps to have a better understanding of the relationship between EI and innovation performance by introducing the integrating style as a mediating variable.
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Piryani, Rano Mal, and Suneel Piryani. "Conflict Management in Healthcare." Journal of Nepal Health Research Council 16, no. 41 (January 28, 2019): 481–82. http://dx.doi.org/10.33314/jnhrc.v16i41.1703.
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The conflict is a disagreement within oneself or differences or dispute among persons that has potential to cause harm. It is inevitable and may occur in any profession including healthcare. It could be among any group of healthcare professionals or healthcare team between different group of healthcare professionals or between patient and any of the member of healthcare team. The conflict has a critical effect on the competence, confidence, and morale of healthcare professionals. Consequently, it affects patient care too. To prevent or limit the conflict, emphasis must be focused on proper and impartial implementation of a professional code of conduct, ground rules and discipline. The sources of conflict could real or imagined differences in values, dissimilar goals among individuals, improper communication and personalization of generic or organizational issue. Generally, there are four types of conflicts, intrapersonal, interpersonal, intragroup and intergroup.The conflict usually goes through four phases, frustration of one or more parties involved in conflict, conceptualization or rationalization of cause, expression of behaviors and behaviors resulting in negative outcome. Thomas and Kilmann postulated a matrix explaining five distinct responses or styles to conflict resolution or management varying along the axis of assertiveness and cooperativeness. These five styles are avoiding, accommodating, compromising, competing and collaborating. The issue in conflict is not its existence, rather its management. When it is managed poorly, the outcome will be uncomplimentary with counterproductive results and if managed properly, it encourages competition, recognize legitimate differences and becomes powerful source of motivation.Keywords: Conflict, healthcare, management of conflict, source of conflict, type of conflict.
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Karasel Ayda, Nedime, Fahri Tumka, Şengül Tumkan, and Orçun Ayda. "Paternalist Leadership In Contemporary Education Strategies In Conflict Solution and Management." Revista Amazonia Investiga 9, no. 30 (July 7, 2020): 84–98. http://dx.doi.org/10.34069/ai/2020.30.06.9.
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Schools are institutions where human relations are intensive due to the existence of different individuals and groups. Therefore, as in every organization, it is natural to have conflicts in schools due to different human profiles and changing views. While it is a natural situation to have conflicts, the main thing to focus on is how to manage the conflict rather than the existence of the conflict. At this point, administrators, who are leaders in schools, have big duties. The response and conflict management strategies that managers will give to the conflict are directly related to the leadership styles of the preventators. In this study, it was aimed to determine the strategies used by school administrators with paternalist leadership style, which is one of the leadership styles sought in contemporary education approach, during conflict resolution or management. In the research prepared using the qualitative method. The sample of the research consisted of 5 teachers (25 teachers) each who worked in the schools of 5 administrators working in private and public primary schools affiliated to the TRNC Ministry of Education in the academic year 2019-2020. The sample of the research is in accordance with the “purposeful sampling” approach. During the analysis of the data, “content analysis” method was used. According to the results of the research, according to the opinions of the teachers, it was understood that the most common method of conflict resolution, which the paternalist leaders pursue in the conflicts in the school environment, was “uniting those in common view”. In addition, there have been conclusions that the managers tried to find a solution to the conflict by making one-to-one interviews with the people who caused the conflict after the conflict, and that this was effective in preventing the conflict from recurring.
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Rokhim, Rofikoh, Arief Wibisono Lubis, Andrew Deni Yonathan, and Rezza Aldan Benaldi. "Conflict resolution management to support sustainable palm oil production." E3S Web of Conferences 211 (2020): 05008. http://dx.doi.org/10.1051/e3sconf/202021105008.
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Palm oil is one of the major plantation commodities and contributes significantly to the GDP of Indonesia. One of the areas known for palm oil production is Jambi, where smallholder plantation dominates. The literature shows that the plantation sector is often characterized by conflicts, including small-scale farmers and big companies. Therefore, appropriate conflict management strategies should be put to mitigate these conflicts’ potential adverse impacts. This paper aims to review the existing literature on conflict management strategies and examine these strategies’ factors. It highlights the different conflict management styles: integrating, obliging, dominating, avoiding, and compromising. For example, the literature shows the relevance of Big Five personality, where positive relationships are documented between integrating style with conscientiousness, agreeableness, openness, and extraversion Therefore, this paper argues the importance of incorporating psychological factors in determining appropriate conflict resolution management due to this possibility of strategy implementation among actors with different psychological factors.
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Murugan, Senthil, and N. Panchanatham. "Interpersonal Conflict Management styles on Conflict Sources in Services Settings." IOSR Journal of Business and Management 18, no. 09 (September 2016): 16–24. http://dx.doi.org/10.9790/487x-1809031624.
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Darawong, Chonlatis. "Conflict Management Styles and Interpersonal Conflict Between Marketing and R&D Personnel During the New Product Development Process." International Journal of Innovation and Technology Management 14, no. 06 (November 9, 2017): 1750034. http://dx.doi.org/10.1142/s0219877017500341.
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This paper investigates the direct impact of conflict management style on two types of interpersonal conflict: task and relationship conflict between marketing and R&D personnel during the new product development (NPD) process. The findings add to the structural contingency perspective pertaining to the study of conflict and provide a wider view of the beneficial role of conflict at the interpersonal level. The results show that task conflict is positively influenced by dominating and integrating styles, but is negatively influenced by a compromising style. In addition, relationship conflict is positively influenced by a dominating style but negatively influenced by integrating, obliging, and compromising styles. Key implications for marketing and R&D personnel are that they should typically use an integrating style in order to gain benefit from task conflict. However, they should avoid or compromise with a dominating person in order to minimize destructive outcomes from relationship conflict.
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İslamoğlu, Güler, Deniz Börü, and Melek Birsel. "CONFLICT MANAGEMENT STYLES IN RELATION TO DEMOGRAPHICS." Bogazici Journal 22, no. 1 (January 1, 2008): 107–40. http://dx.doi.org/10.21773/boun.22.1.7.
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Cheung, C. C., and K. B. Chuah. "Conflict management styles in Hong Kong industries." International Journal of Project Management 17, no. 6 (December 1999): 393–99. http://dx.doi.org/10.1016/s0263-7863(98)00059-3.
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Sportsman, Susan, and Patti Hamilton. "Conflict Management Styles in the Health Professions." Journal of Professional Nursing 23, no. 3 (May 2007): 157–66. http://dx.doi.org/10.1016/j.profnurs.2007.01.010.
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Vasilopoulos, Terrie, Christopher R. Giordano, Jack D. Hagan, and Brenda G. Fahy. "Understanding Conflict Management Styles in Anesthesiology Residents." Anesthesia & Analgesia 127, no. 4 (October 2018): 1028–34. http://dx.doi.org/10.1213/ane.0000000000003432.
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Aritzeta, Aitor, Sabino Ayestaran, and Stephen Swailes. "TEAM ROLE PREFERENCE AND CONFLICT MANAGEMENT STYLES." International Journal of Conflict Management 16, no. 2 (February 2005): 157–82. http://dx.doi.org/10.1108/eb022927.
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Goodwin, Jenny. "Auditors' Conflict Management Styles: An Exploratory Study." Abacus 38, no. 3 (October 2002): 378–405. http://dx.doi.org/10.1111/1467-6281.00114.
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