The Role of Shared Leadership in Managing Conflicts in Multigenerational Teams: A Research Framework

2020 ◽  
pp. 227853372096492
Author(s):  
Chayanika Bhayana ◽  
Vishal Gupta ◽  
Kirti Sharda
Keyword(s):  
Conflict Management ◽  
Conceptual Framework ◽  
Team Performance ◽  
Shared Leadership ◽  
Team Member ◽  
Positive Outcomes ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Team Outcomes

With multigenerational teams becoming ubiquitous in contemporary organisations, this article aims to address the need to understand the dynamics within such teams. The study proposes a conceptual framework to examine the role of shared leadership in multigenerational teams in promoting positive team outcomes for such teams. Potential differences in work values, attitudes and behaviours among different generations are likely to predispose multigenerational teams to a higher probability of conflicts, which may negatively impact team outcomes. The study posits that if shared leadership emerges in multigenerational teams, it is likely to promote the adoption of cooperative conflict management styles and inhibit the adoption of competitive and avoidant styles, thereby leading to positive outcomes like team performance and team member satisfaction. By proposing conflict management styles as an important mechanism through which shared leadership promotes positive team outcomes, the study intends to contribute to the emerging literature on shared leadership and conflict management in multigenerational teams.

Young Adult Reports of the Victim–Offender Overlap in Intimate and Nonintimate Relationships: A Nationally Representative Sample

2018 ◽  
Vol 46 (3) ◽  
pp. 415-436 ◽  
Author(s):  
Bruce G. Taylor ◽  
Elizabeth A. Mumford ◽  
Weiwei Liu ◽  
Mark Berg ◽  
Maria Bohri
Keyword(s):  
Conflict Management ◽  
Intimate Relationships ◽  
Verbal Aggression ◽  
Self Control ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Nationally Representative ◽  
High Degree ◽  
Degree Of Overlap

Little is known about the role of conflict management in explaining the victim–offender overlap. This article assesses the victim–offender overlap for adults (18-32) in intimate and nonintimate relationships, covering their relationship with their partner and with friends and acquaintances/strangers. Controlling for conceptually important variables, we explore whether different conflict management styles are associated with a respondent being in the victim-only, offender-only, both, or neither group (separately for verbal aggression, physical abuse for intimate and nonintimate relationships, and sexual abuse for intimate relationships). Data are from a nationally representative panel of U.S. households ( N = 2,284 respondents of whom 871 women and 690 men report being in an intimate partnership). We observed a high degree of overlap between victimization and offending across our abuse measures. We found a range of modestly consistent set of risk factors, for example, conflict management styles and self-control, for the victim–offender overlap for partner and nonpartner abuse experiences.

scholarly journals Role of Conflict Management Styles on Managers’ Self-Efficiency at Iranian Schools in Tehran Province

2019 ◽  
Vol 14 ◽  
pp. 3390-3397
Author(s):  
Aida Mehrad
Keyword(s):  
Conflict Management ◽  
Positive Association ◽  
The Self ◽  
Management Styles ◽  
Men And Women ◽  
Conflict Management Styles ◽  
Meaningful Relationship ◽  
Tehran Province ◽  
Spss Software

The importance of management in different segments of workplace and monitoring of organizational behaviours that appear from managers is supercritical and should be considered increasingly. In some cases, the manager may be faced with different issues and difficulties in the management process, and the level of his/ her performance, and efficiency decreases; furthermore, concentrating more on various aspects of the management when the conflict happened is extremely extensive. By the way, the present research focused on the role of conflict management styles on self-efficiency amongst 259 mangers (men and women) who worked at governmental schools in Tehran Province, Iran. Moreover, the researcher collected the data via two questionnaires; which comprised The Conflict Management Questionnaire, which is proposed by Izadi Yazdan Abadi, and The Self-Efficiency Scale that is developed by Sherer. The findings derived from data analyzing in SPSS Software and illustrated there is a significant relationship between conflict management styles with mangers' self-efficiency at school. Additionally, the styles of conflict management included five main styles such as Accommodating, Avoidance, Collaboration, Competing, and Compromising that have a meaningful relationship with Self-Efficiency. The results shown that Collaboration has a positive association with mangers' self-efficiency and increases its level; on the other hand, Avoidance has a negative relation with the efficiency of managers at schools. Besides, with using styles of conflict management in the correct way that obtain via knowing them perfectly, managers can improve their efficiency and achievement; correspondingly, they endeavor to cope with difficulties and issues at the workplace.

Unpacking the relationships between conflicts and team innovation

2014 ◽  
Vol 52 (8) ◽  
pp. 1533-1548 ◽  
Author(s):  
Yuanqiong He ◽  
Xiu-Hao Ding ◽  
Kunpeng Yang
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Cognitive Conflict ◽  
Equation Model ◽  
Future Research ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Team Innovation ◽  
The Relationship

Purpose – Teamwork is important for innovation, but it often incurs conflicts. Previous literature has reported inconsistent relationships between conflicts and team performance. The purpose of this paper is to clarify this relationship and explore how to improve team innovation using conflict management styles. Design/methodology/approach – This study collects data in China and the survey covering 436 participants from 126 project teams. Then, structure equation model by AMOS and moderated regression analyses are used for hypotheses testing. Findings – This study finds that cognitive conflict and affective conflict have positive and negative effects on team innovation separately, and cognitive conflict positively affects affective conflict, with the total effect of cognitive conflict on team innovation being negative. Moreover, this study suggests that cooperative conflict management styles and dominating style (one of competitive conflict management styles) moderate the relationship between cognitive conflict and affective conflict negatively and positively. Research limitations/implications – First, this study did not consider features of organizations as control variables. Future research can advance in this direction. Second, the data were collected from a single marketing innovation program. Further research might use more diversified teams to test the hypotheses. Practical implications – Firms should realize that cognitive conflict promotes team innovation directly, but it also harms team innovation through affective conflict. Then, cooperative conflict management styles are effective in weakening the relationship between cognitive conflict and affective conflict. Originality/value – This study fulfills an identified need to clarify the relationship between conflict and team performance, as well as how conflict management styles moderating the relationship between cognitive conflict and affective conflict.

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