Supervisor conflict management, justice, and strain: multilevel relationships

2014 ◽  
Vol 29 (8) ◽  
pp. 1044-1063 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L. Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Sleep Disturbance ◽  
Conflict Theory ◽  
Management Style ◽  
Job Dissatisfaction ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Content Type ◽  
Multilevel Theory ◽  
Action Taking

Purpose – The purpose of this paper is to test a multilevel model of the main and mediating effects of supervisor conflict management style (SCMS) climate and procedural justice (PJ) climate on employee strain. It is hypothesized that workgroup-level climate induced by SCMS can fall into four types: collaborative climate, yielding climate, forcing climate, or avoiding climate; that these group-level perceptions will have differential effects on employee strain, and will be mediated by PJ climate. Design/methodology/approach – Multilevel SEM was used to analyze data from 420 employees nested in 61 workgroups. Findings – Workgroups that perceived high supervisor collaborating climate reported lower sleep disturbance, job dissatisfaction, and action-taking cognitions. Workgroups that perceived high supervisor yielding climate and high supervisor forcing climate reported higher anxiety/depression, sleep disturbance, job dissatisfaction, and action-taking cognitions. Results supported a PJ climate mediation model when supervisors’ behavior was reported to be collaborative and yielding. Research limitations/implications – The cross-sectional research design places limitations on conclusions about causality; thus, longitudinal studies are recommended. Practical implications – Supervisor behavior in response to conflict may have far-reaching effects beyond those who are a party to the conflict. The more visible use of supervisor collaborative CMS may be beneficial. Social implications – The economic costs associated with workplace conflict may be reduced through the application of these findings. Originality/value – By applying multilevel theory and analysis, we extend workplace conflict theory.

Workplace conflict and willingness to cooperate

2016 ◽  
Vol 27 (2) ◽  
pp. 172-198 ◽  
Author(s):  
Oluremi Bolanle Ayoko
Keyword(s):  
Conflict Management ◽  
Management Training ◽  
Future Research ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Content Type ◽  
Business Undergraduates ◽  
Practical Implications ◽  
Willingness To Cooperate

Purpose This paper aims to clarify the relationship between conflict, apologies, forgiveness and willingness to cooperate after a conflict event. Design/methodology/approach The paper used scenarios and quantitative measures to examine the connection between conflict, perceived apology sincerity, forgiveness and willingness to cooperate in 358 business undergraduates. Findings Data revealed that relationship conflict was significantly but negatively associated with forgiveness and willingness to cooperate. Additionally, attitudes toward forgiveness were directly and positively related not only to forgiveness but also to willingness to cooperate. Finally, forgiveness mediated the link between both perceived apology sincerity attitudes to forgiveness and willingness to cooperate. Research limitations/implications Data were cross-sectional and may be subject to bias. Longitudinal studies are needed to further tease out the connection between the variables in the current study. Similarly, future research should explore the role of climate and individuals’ disposition and readiness to apologize, forgive and their willingness to cooperate at work. Practical implications The paper includes practical implications for managers interested in eliciting cooperation after a workplace conflict. Specifically, apology and forgiveness should be included in managers’ conflict management training programs. Social implications Our findings indicated that apology and forgiveness are social skills that are important for conflict management and cooperation after a workplace conflict. Originality/value Beyond reconciliation, the current study provides new insights into the important role of actual forgiveness in whether employees are willing to cooperate after conflict at work. Practical assistance is offered to managers who are interested in fostering cooperation and increased performance after conflict episodes.

scholarly journals Does ethnic conflict impede or enable employee innovation behavior?

2016 ◽  
Vol 27 (2) ◽  
pp. 199-224 ◽  
Author(s):  
Carol Reade ◽  
Hyun-Jung Lee
Keyword(s):  
Organizational Behavior ◽  
Conflict Management ◽  
Employee Engagement ◽  
Ethnic Conflict ◽  
Management Style ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type ◽  
Conflict Management Style ◽  
Innovation Behavior

Purpose The purpose of this study is to investigate whether a societal context of ethnic conflict influences employee innovation behavior in the work domain and whether a collaborative conflict management style adopted by supervisors plays a moderating role. Design/methodology/approach Drawing on the conflict, organizational behavior and innovation literature, the study examines the main and interaction effects of employee sensitivity to ethnic conflict, organizational frustration and collaborative conflict management style of supervisors on employee engagement with colleagues to innovate products, services and job processes. Hypotheses are tested using hierarchical regression analysis, controlling for ethnic diversity in workgroups. Findings Employee innovation behavior is greatest when employee sensitivity to ethnic conflict is high, organizational frustration is low and when supervisors are perceived to be highly collaborative in managing conflict, regardless of whether the workgroup is ethnically homogenous or diverse. Research limitations/implications The study findings expand our knowledge of the effects of sociopolitical conflict on employee behavior and the role of collaborative conflict management. Future research can address limitations including self-reports, cross-sectional design and single country setting. Practical implications The findings of this study suggest that employee innovation behavior can be enhanced through developing collaborative conflict management skills of those in leadership positions. Originality/value This is the first study to empirically examine the influence of ethnic conflict on employee innovation behavior and is of value to businesses operating in conflict settings.

Testing activity reduces conflict associated strain (ARCAS) model

2019 ◽  
Vol 49 (1) ◽  
pp. 125-148 ◽  
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.

Team leader’s conflict management styles and innovation performance in entrepreneurial teams

2020 ◽  
Vol 31 (3) ◽  
pp. 373-392 ◽  
Author(s):  
Jielin Yin ◽  
Muxiao Jia ◽  
Zhenzhong Ma ◽  
Ganli Liao
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Management Style ◽  
Innovation Performance ◽  
Paired Data ◽  
Content Type ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Activities ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective. Design/methodology/approach It is proposed in this study that team passion mediates the impact of team leader’s CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model. Findings The results show that a team leader’s cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader’s CMSs and TIP. The results also show that TEI moderates the relationship between the leader’s CMSs and team passion. Originality/value This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader’s CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship.

Shared perceptions of supervisor conflict management style

2016 ◽  
Vol 27 (1) ◽  
pp. 25-49 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Positive Association ◽  
Well Being ◽  
Management Style ◽  
Third Party ◽  
Relationship Conflict ◽  
Content Type ◽  
Stress Buffering ◽  
Conflict Management Style ◽  
Anxiety Depression

Purpose – This study aims to investigate the extent to which employee outcomes (anxiety/depression, bullying and workers’ compensation claims thoughts) are affected by shared perceptions of supervisor conflict management style (CMS). Further, this study aims to assess cross-level moderating effects of supervisor CMS climate on the positive association between relationship conflict and these outcomes. Design/methodology/approach – Multilevel modeling was conducted using a sample of 401 employees nested in 69 workgroups. Findings – High collaborating, low yielding and low forcing climates (positive supervisor climates) were associated with lower anxiety/depression, bullying and claim thoughts. Unexpectedly, the direction of moderation showed that the positive association between relationship conflict and anxiety/depression and bullying was stronger for positive supervisor CMS climates than for negative supervisor CMS climates (low collaborating, high yielding and high forcing). Nevertheless, these interactions revealed that positive supervisor climates were the most effective at reducing anxiety/depression and bullying when relationship conflict was low. For claim thoughts, positive supervisor CMS climates had the predicted stress-buffering effects. Research limitations/implications – Employees benefit from supervisors creating positive CMS climates when dealing with conflict as a third party, and intervening when conflict is low, when their intervention is more likely to minimize anxiety/depression and bullying. Originality/value – By considering the unique perspective of employees’ shared perceptions of supervisor CMS, important implications for the span of influence of supervisor behavior on employee well-being have been indicated.

scholarly journals THE CORRELATION BETWEEN A SUPERVISION COMPETENCE AND A CONFLICT MANAGEMENT STYLE OF HEAD OF NURSING DEPARTMENT IN GOVERNMENT HOSPITAL IN BANDA ACEH

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Halimatussakdiah Halimatussakdiah ◽  
Ampera Miko ◽  
Isneini Isneini
Keyword(s):  
Conflict Management ◽  
Management Style ◽  
Chi Square ◽  
Cross Sectional ◽  
Service Unit ◽  
Conflict Management Style ◽  
The Difference ◽  
Cross Sectional Design ◽  
Nursing Department ◽  
Banda Aceh

Most of head of nursing department even nurses in hospital uses compromising conflict management style  about 13 %. While collaborating and avoiding style are only used at least 5,6 %. The difference in applying conflict management style is influenced by some individual factors including knowledge, skill and the ability in supervision competence. The purpose of this research is to find out the correlationbetween supervision competence and conflict management style ofhead of nursing department in goverment hospital in Banda Aceh. Quantitative method with cross sectional design was used in this research. This research was conducted in RSUD dr. Zainal Abidin and in BLUD – RSJ (mental illness service unit) Banda Aceh toward 77 heads of nursing department who perfoming supervision (total sampling). The method used in collecting data is questionary distribution. Chi-square technique is used to analyse the corellation between supervision competence and conflict management style of  head of nursing department. The result of this research shows that 84,4% of head of nursing department is incompetent in applying conflict management style and 92,2% of those generally used intergration style in problem solving. The result of statistict test shows that there is no significant corellation between supervision competence of head of nursing department and dominating, integrating, compromising, avoiding style and there is no obligation to apply conflict management style by head of nursing departement in conducting supervision  at hospital in Banda Aceh. The lower number of competent supervisor and the higher number of inappropriate style applying by supervisor in manage conflict can decrease the quality of controlling in hospitals. It is strongly sugessted that nurse supervisors improve supervision competence and  knowledge related to conflict management style through training, workshop, seminar and continual education.Keywords : head of nursing department, supervision competence , conflict management style

Relationships between conflicts and employee perceived job performance

2019 ◽  
Vol 30 (5) ◽  
pp. 706-728 ◽  
Author(s):  
Zhongjun Ye ◽  
Hefu Liu ◽  
Jibao Gu
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Conflict Management ◽  
Management Practices ◽  
Negative Relationship ◽  
Cross Sectional ◽  
Content Type ◽  
Individual Level ◽  
Employee Relationships ◽  
The Individual

Purpose Over 83.72 million Chinese firms employing more than 775 million employees. It is essential to explore employee relationships and conflict management practices in China. Although collectivism can influence employee cognition and emotions, the psychological mechanism that links collectivism and job satisfaction is still unclear. Researchers have found existing empirical findings on conflict–performance relationships to be mixed and inconsistent, and have identified the need to pinpoint the explanatory mechanisms and boundary conditions that underlie the effect of conflict on job performance. This study aims to provide some clarification to this important yet relatively unclear issue. Design/methodology/approach A questionnaire survey was conducted in China to collect data. The authors received completed questionnaires from 466 employees. Findings Analysis of questionnaire results reveals that job satisfaction mediates the relationships between conflicts and perceived job performance, and that collectivism moderates the relationships between conflicts and job satisfaction. Specifically, the positive relationship between task conflict and job satisfaction is amplified by high levels of horizontal collectivism (HC) and vertical collectivism (VC), while the negative relationship between relationship conflict and job satisfaction is strengthened by HC. Research limitations/implications The main limitation is that this study used a cross-sectional design, meaning that causality in relationships cannot be established from results. Despite this limitation, the present findings provide insights into conflict management, job satisfaction and culture value literature. Originality/value This paper examines the moderating role of employees’ collectivist orientation (not national culture) on the relationships between conflicts and employee job satisfaction at the individual level. It also explores HC and VC and identifies their differential effects on the relationships between conflicts and job satisfaction.

Moderated mediation between work–life conflict and employee turnover intentions: the role of job dissatisfaction and workplace social support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arsalan Shakoor ◽  
Sajid Haider ◽  
Muhammad Hanif Akhtar ◽  
Muhammad Ali Asadullah
Keyword(s):  
Social Support ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Work Life ◽  
Job Dissatisfaction ◽  
Cross Sectional ◽  
Content Type ◽  
Workplace Social Support ◽  
The Relationship ◽  
Work Life Conflict

Purpose The purpose of this study was to examine a moderated mediation model of job dissatisfaction and workplace social support in the relationship between work–life conflict and turnover intentions. Design/methodology/approach Data were collected in a cross-sectional survey of 220 police investigation officers. Partial least squares structural equation modeling was applied for data analysis. Findings Empirical findings of study indicate that work–life conflict enhances employee turnover intentions by creating job dissatisfaction. However, workplace social support buffers this effect and reduces turnover intentions by weakening the effect of work–life conflict on job dissatisfaction. Research limitations/implications This study contributes to personnel management and organizational psychology literature by explaining how workplace social support can affect the mediating process of job dissatisfaction through which the relationship between work–life conflict and turnover intentions is determined. The limitations are related to external validity, single source data and cross-sectional nature of data. Practical implications Organizational leaders and practitioners can take insights from the findings of this study that if workplace social support prevails at a level greater than work–life conflict, it will nullify or suppress the effect of work–life conflict on turnover intentions by reducing job dissatisfaction. Originality/value The originality value of this study is that it has addressed the scarcity of testing boundary conditions of the indirect effect of work–life conflict on turnover intentions through job dissatisfaction.

Breaking the health-care workplace conflict perpetuation cycle

2020 ◽  
Vol 33 (2) ◽  
pp. 147-162 ◽  
Author(s):  
Cheryl M. Patton
Keyword(s):  
Health Care ◽  
Emotional Intelligence ◽  
Medical Imaging ◽  
Tertiary Care ◽  
Management Strategies ◽  
Management Style ◽  
Workplace Conflict ◽  
Content Type ◽  
Emotional Intelligence Training ◽  
Staff Level

Purpose The purpose of this study is to describe and interpret the interpersonal and intragroup conflict experiences of staff-level employees and leaders in the medical imaging technology field, working in US tertiary care centers to extract mitigation and management strategies. Design/methodology/approach A total of 13 medical imaging technologists, who were employed in leadership and staff positions throughout the USA, offered their in-depth accounts of workplace conflict in this interpretive phenomenological investigation. Findings Conflict avoidance was a predominant conflict management style. This style did little to effectively manage workplace conflict. In some cases, it led to deleterious effects on individuals and organizations and created conflict perpetuation. With proper conflict mitigation and management, the conflict perpetuation cycle can be broken. Research limitations/implications Generalization beyond the group being studied is not applicable, as it is not the intent of phenomenological research. Four leaders participated in the research study. To examine this population more completely, a greater sample size is required. This recommendation also applies to the staff technologist roles. Another limitation involved the leader/staff-level representation inequality, as well as the male–female representation. These imbalances made it difficult to effectively make comparisons of the experiences of leaders with staff-level technologists, and males with females. Practical implications Offering the medical imaging workforce emotional intelligence training, health-care administrators can invest in their leaders and staff technologists. Medical imaging schools can incorporate emotional intelligence training into their curricula. Clear policies may decrease the ill effects of change when unforeseeable occurrences result in schedule modifications. Making technologists fully aware of who is responsible for shift coverage when these events occur may reduce negative impact. Trainings in organizational change, collaboration or positivity may be warranted, depending on findings of cultural assessments. Team-building events and opportunities for employees to intermingle may also be used to improve a departmental or organizational culture. Social implications Mitigating and managing health-care workplace conflict more effectively may prevent patient harm, thus improving the health of members of society. Originality/value According to recent studies, conflict, and the incivility that often accompanies it, has been on the increase in US organizations overall, and in health care specifically. Conflict that perpetuates can adversely affect health-care organizations and its employees. This paper offers mitigation and management strategies to prevent such consequences.

Handling conflict at work – the impact of active and agreeable conflict styles

2016 ◽  
Vol 27 (1) ◽  
pp. 50-61 ◽  
Author(s):  
Angela Shin-yih Chen ◽  
Yu-hsiang Hou ◽  
I-heng Wu
Keyword(s):  
Job Performance ◽  
Conflict Management ◽  
Research Design ◽  
Cultural Context ◽  
Positive Impact ◽  
Cross Sectional ◽  
Content Type ◽  
Conflict Style ◽  
The Impact ◽  
And Training

Purpose – This paper aims to explore the relationships between emotional intelligence (EI), conflict management styles and job performance in a Chinese cultural context. Design/methodology/approach – 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. Findings – 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. Research limitations/implications – 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. Practical implications – 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. Originality/value – 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.

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