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Article
Publication date: 9 April 2020

Malgorzata W. Kozusznik, Hillie Aaldering and Martin C. Euwema

A strong relation between task and relationship conflict has toxic impact on teams and poses a high-risk factor in startup organizations. The purpose of this study is to…

Abstract

Purpose

A strong relation between task and relationship conflict has toxic impact on teams and poses a high-risk factor in startup organizations. The purpose of this study is to investigate the moderating role of conflict behavior and related coping strategies on the relationship between task and relationship conflict in startup teams.

Design/methodology/approach

The authors conducted surveys among 100 Dutch and German startup members (Study 1) and 75 Belgium startup members (Study 2). In Study 3, 75 startup members completed weekly surveys in 11 consecutive weeks.

Findings

Both Study 1 and 2 show that the positive association between task and relationship conflict is buffered by problem-solving conflict behavior while this relationship is amplified by the use of avoiding strategies in startup teams. Similarly, the results of Study 3 show that individual and team-level problem-focused coping over a period of 11 weeks buffers the association between task and relationship conflict during this period, while individual disengagement coping potentiates it.

Originality/value

This study adds to the literature on conflict management and entrepreneurship by studying conflict behavior as a moderator in the association between task and relationship conflict in startup teams. Moreover, it takes a comprehensive perspective by including coping strategies conceptually related to conflict behaviors at both individual and teamlevel, as moderators in this relationship. The results of this study provide practical recommendations for entrepreneurs on how to prevent conflict escalation via conflict-oriented behaviors and more general coping strategies.

Details

International Journal of Conflict Management, vol. 31 no. 3
Type: Research Article
ISSN: 1044-4068

Keywords

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Article
Publication date: 12 August 2021

Innocentina-Marie Obi, Katalien Bollen, Hillie Aaldering and Martin Claes Euwema

The present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Conflict Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1044-4068

Keywords

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