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1 – 10 of over 30000Aitor Aritzeta, Sabino Ayestaran and Stephen Swailes
In the context of the widespread and extensive use of team work in organizations this study analyses the relationship between individual team role preference and styles of managing…
Abstract
In the context of the widespread and extensive use of team work in organizations this study analyses the relationship between individual team role preference and styles of managing interpersonal conflict. Data were collected from 26 work teams containing 169 individuals at two times four months apart. Results show that team role preference is related to Dominating, Integrating, Avoiding, Compromising and Obliging conflict management styles. Moreover, two different effects were observed over time. Firstly, at Time 2 an increase in the role clarity (reduction of role ambiguity) of team members was observed. Secondly, time pressure and team learning processes moderated the relationship between team roles and conflict managing style. Results have theoretical as well as practical implications for team building programmes in search of integrative solutions to conflict.
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M. Afzalur Rahim, Nace R. Magner and Debra L. Shapiro
In a study consisting of 202 currently‐employed undergraduate students, we examined relationships between employees' perceptions of organizational justice and the styles they use…
Abstract
In a study consisting of 202 currently‐employed undergraduate students, we examined relationships between employees' perceptions of organizational justice and the styles they use for managing conflict with their supervisors. Regression analysis of questionnaire data indicated that distributive, procedural, and interactional justice were generally positively related to the use of more cooperative conflict management styles (i.e., integrating, obliging, and compromising). Two 2‐way interaction effects were observed as well, such that higher interactional justice was related to greater use of the integrating style primarily when distributive justice was low and procedural justice was high. Additionally, distributive justice was positively related to use of the avoiding style. Theoretical and practical implications of the findings are discussed.
Margaret M. Hopkins and Robert D. Yonker
– The purpose of this paper is to investigate the critical relationship between emotional intelligence (EI) abilities and conflict management styles in the workplace.
Abstract
Purpose
The purpose of this paper is to investigate the critical relationship between emotional intelligence (EI) abilities and conflict management styles in the workplace.
Design/methodology/approach
Totally, 126 participants completed a measure of EI and an assessment of conflict management styles. Regression analyses were then performed.
Findings
Results of regression analyses indicate several significant relationships between EI abilities and participants’ conflict management styles. The EI abilities of problem solving, social responsibility, and impulse control were the most directly related to how participants managed conflict at the workplace.
Research limitations/implications
Future research should attempt to replicate these findings in other samples. In addition, researchers should investigate other significant variables that explain people’s choices in conflict management styles.
Practical implications
Implications of these findings suggest that for management development purposes, people should attempt to improve on the EI abilities of problem solving, social responsibility, and impulse control in order to manage workplace conflict effectively.
Originality/value
This investigation contributes to the literature by identifying specific EI abilities, rather than a macro measure of EI, that are associated with different styles of conflict management.
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Michael A. Gross and Laura K. Guerrero
The competence model of conflict communication suggests that individuals who use various conflict styles will be perceived differently in terms of appropriateness and…
Abstract
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.
Kenneth Lawani, Luis Alfredo Arias Abad, Nigel Craig, Billy Hare and Iain Cameron
Emotional intelligence (EI) and conflict management (CM) are essential skills for construction managers towards achieving organisational effectiveness. It is believed that an…
Abstract
Purpose
Emotional intelligence (EI) and conflict management (CM) are essential skills for construction managers towards achieving organisational effectiveness. It is believed that an individual’s EI level (EIL) is a predictor of the preferred CM styles (CMS). This study aims to explore the relationships between EIL, preferred CMS and demographic factors in the construction sector of the Dominican Republic (DR).
Design/methodology/approach
The EIL and CMS of a sample of civil engineers in managerial positions were evaluated using the emotional intelligence appraisal and Rahim Organizational Conflict Inventory-II self-assessment tools.
Findings
There was a strong positive correlation between the rated EIL and the scores of collaboration and compromise styles, i.e. participants with higher EIL have stronger fit within the collaboration and compromise styles of managing conflicts. For participants with lower EIL, collaboration and compromise styles were also top preferences, but with no statistical significance. Significant relationships existed between gender, collaboration and compromise styles and between work experience and collaboration style. No significant relationship between demographics and EIL.
Practical implications
The construction industry needs innovative construction managers whose CMS and EIL are compatible with the culture and overall organisational objectives.
Originality/value
To the best of the authors’ knowledge, this is the first study appraising the EI and CMS of civil engineers working in DR construction industry.
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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.
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
The study shows how useful a multilevel examination of conflict management style preferences and satisfaction with group processes can be for conflict research.
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Despite contrary evidence, much management research treats Asians as culturally homogeneous. This study seeks to explore how managers from four Asian nations differ in conflict…
Abstract
Purpose
Despite contrary evidence, much management research treats Asians as culturally homogeneous. This study seeks to explore how managers from four Asian nations differ in conflict management and whether observed differences are linked to cultural attitudes.
Design/methodology/approach
A questionnaire assessed conflict management practices and cultural attitudes of managers from four nations with considerable historical, geographical, and economic differences. ANOVA and ANCOVA were used to test hypotheses about groups differences in preference for three conflict management styles – competing integrating, and avoiding – controlling for differences in demographics and cultural attitudes.
Findings
Statistically significant differences were found on all three of the conflict management styles, although the hypotheses were only partly supported. Controlling for differences in demographics and cultural attitudes had little impact on the main findings. Some similarities among the nationalities were found: “integrating” was the most preferred style, and showed the least variation, among the groups. However, there was less similarity among the nationalities regarding “competing” and “avoiding”.
Research limitations/implications
Since the hypotheses – based largely on national culture differences among the nationalities – were only partly supported, future research should attempt to identify variables that better explain differences among nationalities in conflict management style.
Practical implications
The information on conflict management style preferences in these four nations will be valuable to those wishing to do business there. Further, refuting the common assumption of cultural homogeneity among Asians will better prepare Westerners for doing business elsewhere in Asia.
Originality/value
This paper demonstrates that national differences in conflict management style were not based on demographic differences in the sample or differences in cultural attitudes.
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Raymond A. Friedman, Simon T. Tidd, Steven C. Currall and James C. Tsai
Conflict styles are typically seen as a response to particular situations. By contrast, we argue that individual conflict styles may shape an employee's social environment…
Abstract
Conflict styles are typically seen as a response to particular situations. By contrast, we argue that individual conflict styles may shape an employee's social environment, affecting the level of ongoing conflict and thus his or her experience of stress. Using data from a hospital‐affiliated clinical department, we find that those who use a more integrative style experience lower levels of task conflict, reducing relationship conflict, which reduces stress. Those who use a more dominating or avoiding style experience higher levels of task conflict, increasing relationship conflict and stress. We conclude that an employee's work environment is, in part, of his or her own making.
The current study investigated the conflict management styles used by Korean local government employees with superiors, peers, and subordinates. A mail survey and personal…
Abstract
The current study investigated the conflict management styles used by Korean local government employees with superiors, peers, and subordinates. A mail survey and personal interviews were used. Six hundred and seventy‐five usable responses were received. Personal interviews were conducted with 100 government employees. With written consents, all interviews were tape‐recorded and then quantified using content analysis. Overall, both mail surveys and personal interviews indicated conflict management styles varied according to the relative status of employees. Implications of the research findings for training and development of organizational members are provided, and areas for further research are suggested.
Helen X. Chen, Xuemei Xu and Patrick Phillips
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…
Abstract
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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