scholarly journals Conflict Management Styles of Female Androgynous Supervisor and Subordinate

2015 ◽  
Vol 2 (3) ◽  
Author(s):  
Nehal B. Solanki
Keyword(s):  
Conflict Management ◽  
Sex Role ◽  
Management Strategies ◽  
Residential Area ◽  
Management Style ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Rural And Urban ◽  
Indian Setting ◽  
Rural And Urban Area

The recent trends and challenges have brought dramatic changes in terms of creating virtual workplaces for both men and women. The present study aims to investigate feminine androgynous supervisors and subordinates who belong to rural and urban area and their differences in conflict management styles in work setting, research was conducted on the differences between status, residential area and preferred conflict management strategies. Identify the differences between androgynous female supervisor and subordinates and their adopted to resolve interpersonal conflict. The sample consisted of 220 Organizational androgynous female employees selected randomly from various branches of Rajkot districts. The Bem‟s Sex Role Orientation (BSRO) inventory adapted in Indian setting by Rao, Gupta and Murthy was used to measure gender role. Rahim‟s Organization Conflict Inventory (ROCI-II) was used to measure Conflict management style. The study reflects that significant effect between supervisor and subordinates conflict management styles and there was significant interactional effect of status and residential area.

scholarly journals Gender Diversity and the Choice of Conflict Management Styles in Small and Medium-Sized Enterprises

2020 ◽  
Vol 12 (17) ◽  
pp. 7136
Author(s):  
Ovidiu Niculae Bordean ◽  
Dalma Szonja Rácz ◽  
Sebastian Ion Ceptureanu ◽  
Eduard Gabriel Ceptureanu ◽  
Zenovia Cristiana Pop
Keyword(s):  
Gender Role ◽  
Conflict Management ◽  
Sex Role ◽  
Gender Diversity ◽  
Management Style ◽  
Sex And Gender ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Biological Sex ◽  
And Gender

The current study investigates the relation between biological sex and gender role upon the choice of conflict management styles. The Bem Sex Role Inventory (BSRI) measured the gender role and Rahim Organizational Conflict Inventory-II (ROCI-II) Form C measured the conflict handling styles. Participants were employees of small and medium-sized enterprises (SMEs). The results found that biological sex has no correlation with the choice of conflict management style. On the other hand, the findings have shown that gender role is a predictor for the choice of conflict management styles as masculine individuals were highest on the dominating conflict style, whereas feminine individuals were highest on the avoiding style.

Workplace Incivility and Conflict Management Styles

2013 ◽  
Vol 4 (4) ◽  
pp. 15-37 ◽  
Author(s):  
Thomas G. Reio ◽  
Jeannie Trudel
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Conflict Management ◽  
Management Style ◽  
Hierarchical Regression ◽  
Turnover Intent ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Negatively Associated ◽  
Conflict Management Style

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.

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.

scholarly journals Conflict Behavior in the Workplace: A Study of Second Generation Arab Muslim Immigrants in the United States

2015 ◽  
Vol 10 (12) ◽  
pp. 12
Author(s):  
Jamil Al Wekhian
Keyword(s):  
United States ◽  
Conflict Management ◽  
Second Generation ◽  
The United States ◽  
Management Style ◽  
Conflict Behavior ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Muslim Immigrants ◽  
Arab Muslim

Multiple studies have shown that culture, religiosity, and gender influence people’s behavior in managing their conflict; however, there has been little investigation of the impact of the acculturation process on these variables utilized by second generation Arab Muslim immigrants in the United States. My study follows a sequential explanatory model with a mixed methods approach, and specifically explores the conflict management styles utilized by second generation Arab Muslim immigrants in the U.S. and how their culture, gender, and religiosity contribute to these processes. Data was collected by conducting 112 online surveys and 12 face-to-face semi-structured interviews, with the sample population stemming from the Arab Muslim communities in Columbia, Kansas City, and St. Louis, Missouri. Binary logistic regression and Chi-square tests were used to analyze this quantitative data through SPSS while thematic analysis was used to analyze the qualitative data. The resulting analysis showed that second generation immigrants tended to be more individualistic, have a lower level of religiosity, and utilize and utilize dominating as a conflict management style to handle their interpersonal conflict. Level of religiosity had a significant relationship with the obliging, compromising, integrating, avoiding, and dominating conflict management styles. Gender had a significant association with the obliging, compromising, avoiding, and dominating conflict management styles. Finally, culture had a significant predictive relationship with obliging, integrating, compromising, and dominating conflict management styles.

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

2020 ◽  
Vol 10 (1) ◽  
pp. 455-468 ◽  
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.

scholarly journals Relationship of Tolerance for Disagreement with Conflict Management Styles

2018 ◽  
Vol 3 (2) ◽  
pp. 145-164
Author(s):  
Saima Nauman
Keyword(s):  
Conflict Management ◽  
Management Style ◽  
Management Styles ◽  
Chi Square ◽  
Conflict Management Styles ◽  
Organizational Settings ◽  
Form Tolerance ◽  
Significant Difference ◽  
Chi Square Test ◽  
Age Range

The aim of this study was to determine the relationship between tolerance for disagreement and conflict management styles. It was hypothesized that there would be a significant relationship between levels of tolerance for disagreement and conflict management style. Another assumption was that there would be a significant difference between tolerance for disagreement of males and females. The sample comprised of 170 employed young adults within the age range of 19 to 40 years out of which 54.71 % were males and 45.29% were females. Convenience sampling was used to obtain the data from employees that fulfilled the criteria. Responses were recorded through online form and manually on paper. Measures used to assess the participants were following: consent form, demographic form, Tolerance for disagreement Scale and Rahim’s organizational conflict inventory-II. Statistical analysis through Chi-square test of association revealed that tolerance for disagreement was significantly associated with collaborating, accommodating and avoiding style of conflict management. Independent samples t- test showed that males had a higher tolerance for disagreement than women. Implications for organizational settings have been discussed.

Influence of Emotional Intelligence on Conflict Management Styles of Employees: A Study of the Indian Railways

2016 ◽  
Vol 7 (1) ◽  
Author(s):  
Sanjay Bhattacharya ◽  
Aditi Jain ◽  
Anirudh Rangarajan ◽  
Vani Saksena
Keyword(s):  
Emotional Intelligence ◽  
Conflict Resolution ◽  
Quantitative Analysis ◽  
Conflict Management ◽  
Job Stress ◽  
Management Style ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Government Sector ◽  
Work Conflict

Most employees experience conflict at workplace with their colleagues as a usual or normal part of their job. Some individuals handle it better, while some of them may need intervention. The area of work conflict has rapidly grown over the last two decades. High conflicts and bad ways of managing them cause extreme job stress and low engagement at work. This study investigates the influence of Emotional Intelligence (EI)on the conflict management style of employees in government sector organizations. The study comprised of a sample 73 employees, both from management and non-management cadre of Indian Railways. The results obtained through quantitative analysis demonstrate a clear and definite relationship between the emotional intelligence of an employee and his/her conflict resolution technique.

Workplace Incivility and Conflict Management Styles

2016 ◽  
pp. 217-240
Author(s):  
Thomas G. Reio, Jr. ◽  
Jeannie Trudel
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Conflict Management ◽  
Management Style ◽  
Turnover Intent ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Negatively Associated ◽  
Uncivil Behavior ◽  
Conflict Management Style

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. Dominant 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.

scholarly journals Conflict Management Styles in the Workplace: A Study of First Generation Arab Muslim Immigrants in the United States

2015 ◽  
Vol 10 (11) ◽  
pp. 24 ◽  
Author(s):  
Jamil Al Wekhian
Keyword(s):  
United States ◽  
Conflict Management ◽  
Significant Relationship ◽  
First Generation ◽  
The United States ◽  
Management Style ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Muslim Immigrants ◽  
Arab Muslim

<p>Multiple studies have shown that culture, religiosity, and gender influence people’s behavior in managing their conflict; however, there has been little investigation of the impact of the acculturation process on these variables utilized by first generation Arab Muslim immigrants in the United States. My study follows a sequential explanatory model with a mixed methods approach, and specifically explores the conflict management styles utilized by first generation Arab Muslim immigrants in the U.S. and how their culture, gender, and religiosity contribute to these processes. Data was collected by conducting 145 online surveys and 12 face-to-face semi-structured interviews, with the sample population stemming from the Arab Muslim communities in Columbia, Kansas City, and St. Louis, Missouri. Binary logistic regression and Chi-square tests were used to analyze this quantitative data through SPSS while thematic analysis was used to analyze the qualitative data. The resulting analysis showed that first-generation immigrants tended to be more collectivistic, have a higher level of religiosity, and utilize a wider variety of conflict management styles including obliging, compromising, integrating, and avoiding. In addition, gender had a significant relationship only with the avoiding conflict management style, while level of religiosity had a significant relationship with the obliging, compromising, integrating, and dominating conflict management styles. Finally, culture had a significant predictive relationship with integrating and avoiding conflict management styles.</p>

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