scholarly journals Leader is the person who deals with conflict. Global answers in conflict management.

2020 ◽  
Vol 74 ◽  
pp. 06011
Author(s):  
Csilla Kohlhoffer-Mizser
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Dispute Resolution ◽  
Alternative Dispute Resolution ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Conflict Situations ◽  
Management Alternative ◽  
The Individual ◽  
Over Time

Worldwide, leader is the person in an organization who directs, manages and controls at least one person. The purpose of this study is to internationally examine the relationship between leadership decision-making and resolution of conflict. Author is aiming to provide a comprehensive global literature review of leadership decision-making and conflict management. Alternative dispute resolution methods are to support persons and expressly leaders with several levels of conflict solving. Author interviewed leaders through a questionnaire survey how they decide in case of conflict: do they prefer court procedure or the possibilities of alternative dispute resolution? From 124 answers the paper‘s main finding is that leaders prefer alternative dispute resolution if they can choose. Methodology is different regarding the types of leaders from different dimensions, as transformational, transactional, and laissez-faire leader dimensions. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles [1]. The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations, in which we can describe a person’s behavior along two basic dimensions: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns.

scholarly journals The Combined Effect of Individualism – Collectivism on Conflict Styles and Satisfaction: An Analysis at the Individual Level

2015 ◽  
Author(s):  
Regina Kim ◽  
Peter Coleman
Keyword(s):  
Conflict Management ◽  
Goal Attainment ◽  
State Level ◽  
Past Research ◽  
Value Orientations ◽  
Management Styles ◽  
Conflict Styles ◽  
Conflict Management Styles ◽  
Individual Level ◽  
The Individual

This research examines the relationships among individualism-collectivism (IND-COL), conflict management styles and conflict satisfaction. The authors aim to explain some of the inconclusive findings in the literature related to IND-COL and conflict styles by studying IND-COL as states, rather than dispositional traits. By taking a dynamic approach to conceptualizing IND-COL and measuring IND-COL over time, we investigate how different ratios of individualistic-to-collectivistic orientations are associated with different conflict management styles. Results show that individuals who employed a balanced focus (1:1 ratio) of both individualistic and collectivistic orientations utilized an integrative style in conflict more than individuals with either a strong individualistic or collectivistic orientation. Integrative style was associated with higher levels of satisfaction with conflict outcomes, processes, relationships, goal attainment and job satisfaction at work. Individuals with predominant focus on individualism utilized a dominating style more, whereas individuals with predominant focus on collectivism utilized obliging and avoiding styles. Furthermore, results show that state-level IND-COL is a better predictor of conflict management styles than trait-level IND-COL. Past research has focused on studying IND-COL primarily as a trait variable at the individual level, but we examine IND-COL as states in relation to conflict management styles. In addition, we investigate the combined and optimal effects of both individualism and collectivism value-orientations on conflict management styles.

Leadership styles: relationship with conflict management styles

2014 ◽  
Vol 25 (3) ◽  
pp. 214-225 ◽  
Author(s):  
Tahir Saeed ◽  
Shazia Almas ◽  
M. Anis-ul-Haq ◽  
GSK Niazi
Keyword(s):  
Conflict Management ◽  
Leadership Styles ◽  
Leadership Style ◽  
Academic Staff ◽  
Middle Level ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship ◽  
Over Time

Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates. Originality/value – Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).

A PSYCHOMETRIC AND CONSTRUCT VALIDITY ASSESSMENT OF THE FLYNN-ELLOY CONFLICT MANAGEMENT STYLES INVENTORY

1999 ◽  
Vol 27 (3) ◽  
pp. 237-245
Author(s):  
Robert Loo
Keyword(s):  
Decision Making ◽  
Construct Validity ◽  
Conflict Management ◽  
Social Desirability ◽  
Gender Effects ◽  
Management Styles ◽  
Factor Analyses ◽  
Confirmatory Factor Analyses ◽  
Conflict Management Styles ◽  
Validity Assessment

This study examined Flynn and Elloy's (1987) 30-item Conflict Management Styles Inventory which taps five styles: competition, collaboration, compromise, avoidance, and accommodation. A sample of 210 management undergraduates completed the inventory and the Marlowe-Crowne Social Desirability scale (Crowne & Marlowe, 1960). Subsamples also completed the General Decision-Making Style inventory (Scott & Bruce, 1995) or the Life Roles Inventory-Values Scale (Fitzsimmons, Macnab, & Casserly, 1985). Confirmatory factor analyses supported the five scales although exploratory factor analyses and item/scale reliability analyses revealed some psychometric weaknesses. Six indexes formed from various combinations of the five styles were examined (Chanin & Schneer, 1984) as well as gender effects. All the styles and indexes were independent of social desirability. The pattern of relationships between conflict management styles and both decision-making styles and values provide some construct validity support for the Conflict Management Styles Inventory.

scholarly journals TOWARDS UNDERSTANDING OF WORKPLACE CONFLICT: AN EXAMINATION INTO CAUSES AND CONFLICT MANAGEMENT STRATEGIES

2021 ◽  
Vol 16 (1) ◽  
pp. 7-18
Author(s):  
Dana Egerová ◽  
Lucie Rotenbornová
Keyword(s):  
Content Analysis ◽  
Conflict Management ◽  
Thematic Analysis ◽  
Management Strategies ◽  
Management Styles ◽  
Workplace Conflict ◽  
Conflict Management Styles ◽  
Conflict Situations ◽  
Written Assignments ◽  
Poor Management

Workplace conflict is regarded as a naturally and unavoidably occurring phenomenon in today's organisations. To identify the causes of workplace conflict it is critically important to determine appropriate conflict management strategies and effectively manage conflict. The purpose of this study was to explore causes of interpersonal conflicts between managers and employees and the conflict management styles used to handle these conflicts. A qualitative approach including thematic analysis and content analysis was employed. The thematic analysis was carried out to explore the themes concerning causes of conflicts between managers and employees. The content analysis was used to identify the conflict management styles. The data for both analyses included 47 individual written assignments describing conflict situations between managers and employees. Four general themes including poor management, manager personality, poor communication and differences in views emerged from the thematic analysis. Each theme also encompassed a number of subthemes. The findings of the content analysis showed that fight was the most adopted style used by both male and female managers. The findings also revealed that three styles emerge as the most frequently adopted by employees including avoidance, adaptation, and collaboration. The practical implications and limitations of this study are discussed. Keywords: causes of conflict, conflict management styles, gender, qualitative analysis, workplace conflict

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