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Individual differences cause many differences in human behaviour, and the first source of these differences is personality. In various organisations, employees are encouraged to manage conflict through conflict management styles. The way people think can be an essential factor in their ability to conflict management. Difficult employees are individuals who constantly use problematic communication styles to express their feelings and thoughts to direct the behaviour of others. This empirical study aims to investigate the effect of thinking styles on individuals’ conflict management in dealing with difficult personalities.

To achieve the research purpose, a gamified situation was designed, and a survey was performed in laboratory settings and on an online platform. At first, participants’ reactions were measured in the simulated conflict management situation dealing with difficult personalities; subsequently, the dominant thinking style of participants was measured by the rational-experiential inventory (REI) and the cognitive reflection test. At the end, participants answered a series of demographic questions.

The collected data were then analysed by regression analysis. Based on the findings of this study, the rational thinking measured by the REI40 has a significant and positive effect on the performance of individuals in conflict management with difficult personalities in an organisational context; in other words, rational thinking leads to better performance in conflict management than experiential thinking.

The value of this article lies in the direct study of the impact of thinking styles on conflict management, which was done by focusing on difficult organisational personalities. Also, using gamification in research design is another research initiative.

The primary objective of this paper is to extend the Activity Reduces Conflict Associated Strain (ARCAS) model. To test the ARCAS model, the study aims to examine the effect of process conflict on employee well-being and the role of negative affect as an intrapersonal mechanism linking process conflict and employee well-being. Further, to extend the emerging ARCAS model, the study examines whether the assumed indirect effect of process conflict on employee well-being through negative affect is conditional upon levels of conflict management styles.

In total, 554 software engineers working in information technology firms responded to the administered questionnaire and hypothesised relationships were tested using Process Macros.

The findings indicate that process conflict is negatively related to employee well-being and the negative affect state mediates the relationship between process conflict and employee well-being. As hypothesised, it was found that the indirect effect of process conflict on employee well-being through the negative affect state is conditional upon levels of conflict management styles of the employees.

The study contributes to the conflict literature by establishing the detrimental effect of process conflict on employee well-being. The study also established the explanatory mechanism linking process conflict and employee well-being. Further, the study extended the emerging ARCAS model by establishing the moderating role of conflict management styles as well as the conditional indirect effect.

The study highlighted the within-individual effect of process conflict in deteriorating employee well-being. The study provides valuable insights to the managers and practitioners about how individuals’ conflict management styles influence well-being.

The study specifically examined the effect of process conflict, which was omitted from conflict literature considering it the same as task conflict, on employee well-being. The study established the within-individual mechanism through which process conflict diminishes employee well-being. Also, the study extended the ARCAS model by examining the effect of conflict management styles with the aid of Affective Events Theory.

The purpose of this paper is twofold. The first objective is to outline the main theoretical framework on the conflict style phenomenon; the second purpose is to understand the conflict style in a sample of Medical Health Manager.

The authors based this research on qualitative-quantitative analysis. This study starts with a survey questionnaire as a method to collect quantitative data. Therefore, the authors conducted a survey on the style of conflict management of hospital managers with subordinates. A modified version of the Rahim Organizational Conflict Inventory II (ROCI II) (Rahim, 1983) – Module B is used. This instrument is composed of 28 entries.

The results of this study offer a double perspective. From a theoretical point of view, the results highlight the main theoretical references related to conflict management. In particular, the main currents of study and the results of empirical evidence have been identified within organizational theory. The empirical part of this study, instead, offers a survey, carried out through the administration of the ROCI II – module B questionnaire.

This paper offers interesting food for thought on conflict management. In particular, it offers theoretical references on the subject and on the validation of the ROCI II - Form B model, in health organizations.

The aim of this study is to determine Turkish managers' conflict styles in different sectors, namely durable consumer goods, aviation, automotive and banking.

A total of 130 managers' conflict management styles were assessed by applying the Rahim's 1983 Organizational Conflict Inventory‐II.

First, integrating and, second, compromising are found to be the most preferred conflict styles of Turkish managers. The other important finding is that preferring obliging styles of conflict management changes according to the status of managers. Obliging is mostly used when the conflict partner has an upper level status.

Additional data from cross‐cultural studies are needed to form a comprehensive understanding of conflict management styles. Also, the number of respondents in the study is not enough to generalize the findings; additional data from different sectors could make the findings more valid.

There seems to be a need for seminars or practice‐oriented workshops on evaluating and understanding the nature of conflict and learning to manage conflict as a beneficial and creative process for the betterment of both individuals in organizations and organizations themselves.

The study provides a revised base for cross‐cultural conflict management studies and also highlights the national dynamics of Turkish managers' relationships, especially for international investors.

This research aims to examine the relationship between conflict management in the workplace and member satisfaction in work groups at both individual and group levels.

The objectives were achieved by surveying 135 Korean teachers in 28 kindergartens, treating them as small work groups. A multilevel modeling technique was used to examine the impact of conflict management preferences on individual satisfaction with group processes.

For the cooperation style of conflict management, individual‐level preference and group‐level similarity in preference were related positively to individual satisfaction with group processes. Individual‐level preference and group‐level similarity in preference for the avoidance style, however, did not significantly influence individual satisfaction with group processes. It was also found that the positive relationship between individual preference for the cooperation style and satisfaction with group processes was stronger with less variation (i.e. greater similarity) in group‐level preference for the cooperation style and with greater variation (i.e. less similarity) in group‐level preference for the avoidance style. Research limitations/implications – No causality can be established between conflict management style preferences and satisfaction with group processes. Only two styles of conflict management were assessed with a small number of measurement items.

The study shows how useful a multilevel examination of conflict management style preferences and satisfaction with group processes can be for conflict research.

To examine the effect of negotiation training and conflict management styles on the relations between third‐party actors involved in international peacekeeping situations, we analyze data from a sample of Dutch military peacekeepers on missions between 1995 and 1999 (N = 850). We predict and find, contrary to the traditional “contact hypothesis” (Allport, 1954), that peacekeepers' contact with Non‐Governmental Organization (NGO) workers was positively associated with conflict between them, and this increased if the peacekeeper possessed an avoiding conflict management style. When sufficiently trained in negotiations, peacekeepers who had intensive contact with NGO personnel and possessed a dominating conflict management style were less likely to become personally involved in conflicts with NGO workers. Implications for conflict management and training are discussed.

The purpose of this paper is to examine the relationship between the styles of conflict management and the quality of dyadic exchanges between leader and follower, controlling for age, gender, education, and organizational tenure.

The methodology was quantitative and incorporated the Rahim Organizational Conflict Inventory‐II and Leader‐Member Exchange Version 7 survey instruments.

There were significant findings with respect to quality of dyadic relationship and use of conflict management styles. The lower the dyadic relationship quality, the more moderating styles are introduced into the relationship.

The limitations of the study were: participants were selected by the vice president of human resources for this international company and were limited to current US employees; the study was limited to one company, thereby limiting the ability to generalize study findings; and the study focused on correlational data, and made no attempt to address the cause and effect issues related to conflict, conflict management, leader‐member exchange, or leadership.

The value of this study is its original contribution to the research literature, as no previous studies which incorporated both conflict management and leader‐follower relationship quality could be found during the exhaustive literature review.

The purpose of this paper is to test the activity reduces conflict associated strain (ARCAS) model with the aid of AET examining the direct effect of relationship conflict on employee well-being and also discussing the mechanism through which relationship conflict influences employee well-being, and also to test the ARCAS model examining whether passive and active conflict management styles influence this relationship.

Responses were collected from 554 software engineers using structured questionnaire and postulated relationships were tested using Process Macros.

The study established that relationship conflicts are detrimental to employee well-being. It also established the indirect effect of relationship conflict on employee well-being through negative affect state. Negative affect state is an intra-personal mechanism linking relationship conflict and employee well-being. The study also extended the ARCAS model by establishing that passive ways of handling conflict amplify and problem-solving conflict management style mitigates the adverse impact of relationship conflict. Contrary to the prediction, forcing conflict management style was found to amplify the adverse effect of relationship conflict on well-being through negative affect state.

The findings of the study highlight the detrimental effect of relationship conflict on well-being and highlight the vital role of individual affective states in the conflict process. Furthermore, the study provides valuable insights for managers on how individuals’ conflict management styles influence the effect of relationship conflict on well-being.

The study specifically examined the effect of relationship conflict on employee well-being and explored the psychological process through which relationship conflict diminishes well-being. Moreover, the study tested and extended ARCAS model with the aid of Affective Events Theory.

The purpose of this study is to test the direct and mediating effects of personality, conflict management style, and leader effectiveness. This was deemed necessary, given the number of studies testing antecedents and outcomes of conflict management – but never within a single research design.

Structural equation modeling was used to test a model linking personality, conflict management, and leader effectiveness for 126 managers and 624 employees from various organizations. Subjects completed the Five‐Factor Personality Inventory, Rahim Organizational Conflict Inventory‐II, and selected items from the Multifactor Leadership Questionnaire that measure leadership effectiveness.

Findings indicate that an integrating conflict management style fully mediates the relationship between neuroticism and leadership effectiveness and partially mediates the relationship between conscientiousness and leadership effectiveness. Conscientiousness was the best predictor of effectiveness among all variables studied in this research, accounting for 10 percent of the variance.

Future studies should link both antecedents and outcomes to conflict management in the same design – so as not to miss potential mediating effects.

Although the work is preliminary, it appears that conscientious individuals tend to be most effective in organizations.

The work represents the first study linking personality, conflict styles, and effectiveness in a single design.

This paper aims to explore the relationships between emotional intelligence (EI), conflict management styles and job performance in a Chinese cultural context.

The present paper uses a cross-sectional research design. Paper-based questionnaires were distributed to employees working in the R & D department of a science and technology institute in Taiwan. In total, 300 questionnaires were distributed and 248 valid questionnaires were analyzed, with a return rate of 81.4 per cent.

The results show that EI has a positive impact on job performance. Furthermore, agreeable conflict style positively moderated between EI and job performance, whereas active conflict style has negative moderating effect.

Due to the research design, sample and data collection method, the research results may lack representativeness. Therefore, researchers are encouraged to use a different approach in the future.

Organizations should strengthen employees’ EI and conflict management abilities to improve job performance. Organizations can apply the results of this study in accordance with their policy on recruitment, selection and training.

Organizations should strengthen employees’ EI and conflict management abilities to improve job performance. Organizations can apply the results of this study in accordance with their policies on recruitment, selection and training.