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The current paper aims to argue that it is important for conflict management research to start focusing on leader–follower conflict as a “special case” of conflict because the relationship between leaders and followers is, by definition, characterized by divergence of interest and, second, because it is asymmetric in terms of power and vulnerability. Moreover, it is argued that conflict management research should start to examine the various behaviors that people engage in as a response to conflict, in a broader sense, than has been done until now. Research on conflict management increasingly recognizes the significance of interpersonal relations in the workplace.

As a case in point, a survey study among 97 Dutch police officers is presented. Leaders’ conflict management behaviors as assessed by followers is measured. In addition, followers’ experienced interactional justice and the extent to which they indicated that they would engage in negative and/or positive gossip about their leader was measured.

Results demonstrate that more forcing and avoiding leader conflict management behavior was related to more negative and less positive gossip about leaders. Moreover, more problem-solving and yielding leader conflict management behavior was related to less negative and more positive gossip. All relationships between leader conflict management behavior and follower gossip were mediated by followers’ experienced interactional justice.

It is hoped that the findings put research on the broader implications of interactional justice in leader–follower interactions, and on gossip, on the research agenda of conflict researchers.

The present study aims to examine the moderation of the employee's age on the manifestation of “experience of hurt” to “commitment to future conflict” among the three intra-cohort segments of millennials. The study also examines the mediation of “perception of duplicitous organization” between hurt and “commitment to future conflict.”

Cross-sectional data was collected using survey method and analyzed by structural equation modelling on SPSS AMOS 25 software.

The results are based on single-source cross-sectional data. The result indicates that “perception of duplicitous organization” is positively impacted by the experience of hurt at the workplace. It also acts as a mediator between hurt and “commitment to future conflict”. There is significant moderation of age for all the relationships in the model. For instance, age moderates both the paths of hurt resulting in “perception of duplicitous organization” and aggressiveness, where the group of young employees have significantly higher path coefficients.

The managers need to be more considerate and interact frequently with the younger employees as they are more prone to develop aggression and are impressionable to form a “perception of duplicitous organization” after an experience of hurt. The manager needs to establish a high-quality relationship and a positive image of the organization with subordinates to prevent the manifestation of hurt to a “commitment to future conflict”.

To the best of the knowledge of the authors, this study is the first of its kind to study the moderation of age within the larger cohort of millennials.

The present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby contributing to integrating knowledge on leadership styles and leaders’ third-party conflict behaviors. This study aims to investigate leadership and conflict management in a context hardly studied: local religious communities or convents within a female religious organization.

The authors collected quantitative survey data from 453 religious sisters, measuring their perception of leaders’ behaviors. These religious sisters live in local religious communities within a Catholic Women Religious Institute based in Nigeria (West Africa) and in other countries across the globe.

Results show that servant leadership relates positively to leaders’ third-party problem-solving behavior and negatively to leaders’ avoiding and forcing. Moreover, authoritarian leadership relates positively to leaders’ third-party avoiding and forcing behaviors.

This study expands theory development and practices on leadership and leaders’ third-party conflict behaviors. The authors associate servant and authoritarian leadership with leaders’ third-party conflict behaviors: avoiding, forcing and problem-solving, in followers’ conflicts. The authors offer practical recommendations for religious leaders on servant leadership and leaders’ third-party conflict behaviors.

The purpose of this paper is to contribute to extant conflict management theory by presenting evidence from a two-stage study of conflict initiated by pre-graduation Millennials in entry-level work environments.

The paper presents an inductively derived conceptual model, hypotheses and measurement scales grounded in Millennials’ voices. Then, based on survey data, the scales are tested for structural coherence, and hypotheses are validated using structural equation modeling methodology.

Most Millennials initiate conflict with older coworkers and supervisors in the workplace because of the hurt they feel over the unfairness they experience. While confronting their superiors, they take an aggressive stand (“you are wrong, you should change”) and learn that the organization is duplicitous and that they should initiate conflict with superiors in the future to protect against unfairness in a duplicitous organization.

The findings and implications reflect the perspectives of Millennials who initiated conflict with superiors or more experienced coworkers in entry level workplaces. Reports of multiple perspectives and from other contexts are left to future research.

Millennials may well enter the workforce with attitudes and behaviors older coworkers and supervisors find aberrant. However, the interactions between Millennials, older generations and the socio-technical environment of entry-level workplaces lie at the root of the conflict Millennials initiate. Older generations may have implicitly produced – albeit to varying extents – opaque environments in which entry-level Millennials feel manipulated.

The study reports a relatively rare two-stage study that begins with exploration and discovery using qualitative data, and concludes with hypotheses tests based on survey data. A new context is explored; i.e. Millennials initiating conflict in vertical dyads. New concerns about the veracity of the entry-level work environment are raised.

This study aims to examine perceived organizational politics (POP) as an antecedent to workplace gossip. While the commonly held belief is that POP is consequential to the existence of negative workplace gossip, an alternate hypothesis can be that POP may predict positive workplace gossip as well. The study further explores the role of compassion as a boundary condition in the relationship of POP with negative and positive valences of workplace gossip.

Using purposive sampling technique, the data were collected through time-lagged (two-wave) surveys from employees working in private (Study 1, n = 366) and public (Study 2, n = 206) sector organizations across India, and analyzed using SPSS AMOS 27 and PROCESS Macro (Model 1).

The results of Study 1 and Study 2 revealed that POP correlated positively with negative as well as positive workplace gossip. Further, it was found that compassion moderated the relationship of POP with negative workplace gossip but failed to moderate in the case of positive workplace gossip in both the studies.

This study makes practitioners aware of the ubiquity of the phenomenon of workplace gossip and encourages them to embrace gossip in the workplace rather than banishing it altogether.

This study delineates the link between POP and the valences of workplace gossip that remains unexplored in the literature. The study also takes into account the intervening role of compassion in the aforementioned relationships. The striking results of the study open new realms of research possibilities not only in the field of workplace gossip, but POP and compassion as well.

This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198) collected from automotive-industry employees in the United States (US) and Korea, several interesting findings emerged. First, and most notably, for a “leaver” who chooses the exit option, culture does not matter, such that none of the three cultural values have a significant association with the exit option across countries. Second, for a “stayer,” who chooses the voice, loyalty, or neglect option, culture does matter in that cultural-specific values, such as collectivism, face-saving, and conflict-avoidance were found to affect employees nonexit options in the Korean sample, but not in the U.S. sample. The results of this study suggest that these three cultural values guide and predict employee voice behavior. Additionally, the results of this study confirm that job alternatives are a significant predictor of the exit option across cultures. This study therefore presents strong empirical evidence of the effect of culture on employee voice behavior and increases our understanding of employee voice behavior across cultures.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Presents the thoughts on decision processes of Chester I. Barnard, one of the century’s greatest management theorists. Includes his classic article, “Mind in everyday affairs”; his unpublished book, “The Significance of Decisive Behaviour in Social Action”; his correspondence with Herbert Simon, and significant comments found in his personal papers.