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Adolescents, because of the unique developmental stage they occupy, are particularly sensitive to their socio-cultural environment. Adolescents often define behaviors in light of prevailing attitudes, values, and norms (i.e. culture) established across primary social domains. Specifically, overarching social structures (e.g. economic, political, religious, etc.), working through the local landscape (e.g. neighborhood, school, peer networks, and family), play a vital role in shaping adolescent development and influencing psychological, behavioral, and social outcomes (Arnett & Arnett-Jensen, 1994; Greenberger et al., 2000; Grob et al., 1996; McArdle et al., 2000). For youth, definitions of normative behavior vary, yet socio-cultural context continues to be important in defining who they are and what they do. Culture defines accepted standards of behavior, lifestyles, and life chances. As such, socio-cultural influences have been particularly strong predictors of health-compromising behaviors for this population subgroup (Fitzpatrick, 1997; Fitzpatrick & LaGory, 2000; Gibbons et al., 1995; Graham et al., 1991).

The purpose of this paper is to examine the interactive effect of interpersonal conflict at work and adopting an integrating/compromising conflict style on workers' psychosocial wellbeing.

A total of 311 employed young adults completed an online questionnaire.

Moderated hierarchical multiple regression analyses support the hypothesis that integrating/compromising interacts with interpersonal conflict at work to predict psychosocial strain. Specifically, it was found that integrating/compromising is related to psychosocial strain in a U‐shaped fashion when work conflict is high. Although a moderate degree of integrating/compromising is psychosocially beneficial for workers and can buffer the negative impact of work conflict, beyond a certain point, integrating/compromising is associated with an increase in psychosocial strain when work conflict is high.

The results of the study suggest that investigations of conflict styles should focus not only on managing the occurrence of conflict – or resolving it when it does occur – but also on the psychosocial costs of adopting particular conflict styles. The data are cross‐sectional; therefore, inferences about causality are limited.

The study is one of the few to empirically test the psychosocial costs of adopting particular conflict styles. In addition, compared with similar studies, more complex relationships (i.e. nonlinear) between the variables are assessed.

The aim of this study was to examine the associations between students' perceptions of the psychosocial school environment, health‐compromising behaviours, and selected family factors. The analyses were based on data provided for the Health Behaviour in School‐aged Children Study (2006).

The data were obtained from 1,670 Finnish 9th graders. Logistic regression analysis was performed to identify the associations between school perceptions, health‐compromising behaviours, and selected family factors.

Educational aspiration was found to be the most influential factor connected to health‐compromising behaviour among both genders, favouring students who were intending to apply to upper secondary school. The results also indicated that all the measured dimensions of school perceptions were associated with health‐compromising behaviours: the more negative the perceptions, the more health‐compromising were the behaviours. The associations were somewhat different between girls and boys. In terms of engaging in health‐compromising behaviours, there was an association with school‐related social relationships among boys. By contrast, among girls, other aspects of the psychosocial school environment were more important, for example engagement with the school and school strain. The role of parental bonding and monitoring was also significant among girls.

The findings imply that attention should be paid to the health‐promoting factors of the school, and to gender differences, not merely in planning prevention or intervention, but in everyday school life.

The purpose of this paper is to investigate the relationships among emotional intelligence (EI), conflict management styles (CMSs) and job performance at selected local governments in Indonesia. Specifically, the antecedent of CMSs was investigated.

A total of 300 government employees from two local districts and one province in Indonesia were asked to complete the questionnaire. The final sample consisted of 228 respondents. The multiple hierarchical regression was used to test the developed hypotheses.

The findings indicate that EI was an antecedent of conflict management styles for integrating and compromising styles. Moreover, they illustrate the direct effects of integrating style on job performance. This study also confirms that integrating style partially mediates the relationship between EI and job performance. Finally, the results demonstrate that EI within public organizations has an impact on job performance similar to that of EI within private organizations.

Previous studies were less focused on the antecedents of conflict management styles on job performance. Further, the effects of two conflict management styles on EI and job performance had previously lacked attention. The paper verifies that EI within public sectors can provide beneficial results as discovered in private organizations.

Dual‐concern models suggest that “concern about self” and “concern about other” motivate individuals to choose conflict‐handling strategies. We test those assumptions with a study of the cognitions associated with the choice of conflict strategies. Consistent with dual‐concern model conceptualizations, regression analyses that account for up to 41% of variance indicate that concern about self and concern about other are significantly associated with dominating and obliging strategies. However, predicted interactions between concern about self and concern about other and avoiding, compromising, and integrating strategies are not consistent with conceptualizations in dual‐concern models. Results from this study suggest the need for a conflict‐handling model with dimensions that account for more of the variance in the choices to avoid, compromise, and integrate.

The current study focused on intra‐group conflict by attempting to elucidate individual and situational factors underlying choices along two dimensions of conflict management patterns: engagement versus avoidance and constructive versus destructive. In the study, the role of two types of self‐efficacy (global and social) among group members was investigated, as was the sense of group identification in team dispute resolution preferences modes. Sixty‐seven members of volunteer community service communes in the Israeli Scouting youth movement, 48 females and 19 males, representing 13 intact teams, participated in the study. Self‐report structured questionnaires (previously used and adapted for this study) served as research instruments. Both global self‐efficacy and group identification independently predicted the conflict engagement‐destructive pattern of domination. Social self‐efficacy served as the sole predictor of the preference to manage intra‐team conflict by means of integrating—the engagement‐constructive mode. In contrast, the choice of compromising was also fostered by the joint contribution of social self‐efficacy and group‐identification, beyond the direct effect of social self‐efficacy. The study corroborates the assumption that conflict management patterns within an intact team are related to dispositional variables on the individual level, i.e., global and social self‐efficacy, and to the team‐related variable of group identification.

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.

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.

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.

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.

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.

The competence model of conflict communication suggests that individuals who use various conflict styles will be perceived differently in terms of appropriateness and effectiveness. A simulated organizational decision‐making task involving 100 randomly‐paired dyads consisting of business students suggested that an integrative conflict style is generally perceived as the most appropriate (in terms of being both a polite, prosocial strategy and an adaptive, situationally appropriate strategy) and most effective style. The dominating style tended to be perceived as inappropriate when used by others, but some participants judged themselves as more effective when they used dominating tactics along with integrating tactics. The obliging style was generally perceived as neutral, although some participants perceived themselves to be less effective and relationally appropriate when they employed obliging tactics. The avoiding style was generally perceived as ineffective and inappropriate. Finally, compromising was perceived as a relatively neutral style, although some participants judged their partners to be more effective and relationally appropriate if they compromised. Overall, these results and others provide general support for the competence model's predictions, while also suggesting some modifications and directions for future research.

Relationship conflict has important negative organizational and personal consequences. However, papers analyzing how to buffer the negative effects of relationship conflict at work-unit level are lacking. This study aims to extend the literature by examining which specific conflict management styles used by work teams (avoiding, integrating and compromising) reduce or increase the link between relationship conflict and collective emotional exhaustion.

Regression analysis was conducted using 91 teams (398 employees) from 42 hotels and 42 restaurants.

Results revealed that, as it was expected, relationship conflict was positively related to emotional exhaustion at a team level; this relationship depended on how team members handle relationship conflicts. That is, avoiding and integrating conflict management styles buffered the link between relationship conflict and collective emotional exhaustion, whereas compromising increased this positive link.

Organizations would include conflict management skills as a requirement for preventing negative consequences of conflict in teams, such as anxiety/depression and bullying.

By considering the unique perspective of team member’s shared perceptions of conflict management styles, important implications for the span of influence of collective perception of conflict on well-being have been indicated.

The objective of this study was to test Ting‐Toomey's (1988a) theory on conflict face‐negotiation. More specifically, the study examined the relationship between face maintenance dimensions and conflict styles in Japan, China, South Korea, Taiwan, and the United States. The results were summarized as follows: (1) Cultural variability of individualism‐collectivism influences two face maintenance dimensions—self‐face concern and other‐face concern; (2) Cultural variability influences conflict styles, with U.S. members using a higher degree of dominating conflict style than their Japanese and Korean cohorts, and the Chinese and Taiwanese members using a higher degree of obliging and avoiding conflict management styles than their U.S. counterparts; (3) Overall, face maintenance dimensions served as better predictors to conflict styles rather than conflict styles to face dimensions; (4) Self‐face maintenance was associated strongly with dominating conflict style, and other‐face maintenance was associated strongly with avoiding, integrating, and compromising styles of conflict management. Directions for future testing of the conflict face‐negotiation theory were proffered.