What's Your Conflict Management Style?... And How to Use It Effectively

The purpose of this study was to examine the relations among conflict management styles and target and instigator incivility and job performance, organizational commitment, and turnover intent. Data from 270 employees suggested that experiencing and instigating uncivil behavior occurred frequently. Using an integrative conflict management style was positively associated with job performance and organizational commitment and negatively with turnover intent. Dominate conflict management style was negatively associated with organizational commitment and positively with turnover intent. Both types of incivility were negatively associated with job performance and organizational commitment, and positively with turnover intent. Target incivility was the most powerful predictor in the hierarchical regression models.

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Testing activity reduces conflict associated strain (ARCAS) model

Personnel Review ◽

10.1108/pr-11-2018-0462 ◽

2019 ◽

Vol 49 (1) ◽

pp. 125-148 ◽

Cited By ~ 1

Author(s):

Vijay Kuriakose ◽

Sreejesh S. ◽

Heerah Jose ◽

Shelly Jose

Keyword(s):

Negative Affect ◽

Conflict Management ◽

Well Being ◽

Management Style ◽

Relationship Conflict ◽

Management Styles ◽

Conflict Management Styles ◽

Content Type ◽

Conflict Management Style ◽

Affect State

Purpose 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. Design/methodology/approach Responses were collected from 554 software engineers using structured questionnaire and postulated relationships were tested using Process Macros. Findings 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. Practical implications 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. Originality/value 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.

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Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece

European Journal of Investigation in Health, Psychology and Education ◽

10.3390/ejihpe10010034 ◽

2020 ◽

Vol 10 (1) ◽

pp. 455-468 ◽

Cited By ~ 1

Author(s):

Elisavet Chandolia ◽

Sophia Anastasiou

Keyword(s):

Conflict Management ◽

Leadership Style ◽

School Leaders ◽

Management Style ◽

Management Styles ◽

Conflict Management Styles ◽

Education School ◽

Transformational And Transactional Leadership ◽

Conflict Management Style ◽

School Conflict

There are few options available for school managers who wish to effectively tackle school conflicts. The aim of the present work was to assess the issue of school conflict, its sources, and the effectiveness of different conflict management styles in Secondary Education school units in Greece. Teachers (n = 128) from twelve randomly selected schools in the region of Epirus, NW Greece, participated in the present work. Teachers’ views on their school Principals’ leadership style as well as the sources, the type(s), and the severity of conflict in their school unit were surveyed. Conflict appeared to be a frequent issue in schools. Frequent sources of conflict included interpersonal and organizational parameters. School leaders exhibited a range of conflict management styles. Compromise and Collaborative styles were frequently observed, followed by Smoothing and Forcing. Avoidance was less frequently exhibited by school leaders. The transformational and transactional leadership styles exhibited were equally effective in successful conflict resolution, whereas a laissez-faire leadership style was not. The results indicate that leadership and conflict management style can be associated with the effectiveness of conflict management.

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