Self-regulation, task conflict, and conflict management styles

2013 ◽  
Author(s):  
Takuto Shishido ◽  
Koji Murata
Keyword(s):  
Conflict Management ◽  
Self Regulation ◽  
Task Conflict ◽  
Management Styles ◽  
Conflict Management Styles

scholarly journals Applying Conflict Management Styles to Resolve Task Conflict and Enhance Team Innovation

2021 ◽  
Vol 5 (5) ◽  
pp. 667-677
Author(s):  
Anh Tho To ◽  
Thi Siem Tran ◽  
Kieu Oanh Nguyen ◽  
Van Trung Hoang ◽  
Kim Phong Thai
Keyword(s):  
Conflict Management ◽  
Structural Equation ◽  
Management Strategies ◽  
Negative Influence ◽  
Equation Model ◽  
Task Conflict ◽  
Management Styles ◽  
Team Creativity ◽  
Conflict Management Styles ◽  
Team Innovation

Task conflicts among group members have a significant impact on team creativity, so it is critical to identify which conflict resolution styles should be used. This paper aims to examine how various conflict management styles influence team creativity via task conflict. The empirical research was conducted using the Structural Equation Model (SEM) for a sample of 257 employees working for Vietnamese organizations. The results show that dominating style increases task conflict while combining and obliging styles reduce it. To take advantage of the creativity-related benefits associated with task conflict, team leaders should develop an open atmosphere that encourages participants' integrating styles, rather than dominating styles. The negative influence of obliging style reflects Vietnamese culture's high collectivism. The study provides various approaches for task conflict management and also highlights the role of controlling task conflicts in enhancing team innovation. It implies that employees will be able to work better as a team in practice if conflict management strategies are used in a flexible manner. It helps them to build a good connection and successfully implement new ideas. Further research should extend the conclusion of this analysis in various contexts to generalize the findings. Doi: 10.28991/esj-2021-01303 Full Text: PDF

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.

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