Researchers have used various concepts to understand the conditions and dynamics by which conflict can be managed constructively. This review proposes that the variety of terms obscures consistent findings that open-minded discussions in which protagonists freely express their own views, listen and understand opposing ones, and then integrate them promote constructive conflict. Studies from several traditions also suggest that mutual benefit relationships are critical antecedents for open-minded discussion. This integration of research findings identifies the skills and relationships that can help managers and employees deal with their increasingly complex conflicts. Research is needed to deepen our understanding of the dynamics of open-minded discussion and the conditions that promote it as well as when open-mindedness is inappropriate. Training studies can test and show how the model of open-minded discussion supported by mutual benefit relationships can be applied in cross-cultural and other challenging settings.

Developing participative leadership may be particularly challenging when managers are working cross-culturally and in China. One hundred and sixty-three Chinese employees from various industries in mainland China were surveyed about their relationships and the effectiveness of their participation with American and Chinese managers. Results, including structural equation analyses, support the hypotheses that cooperative, but not competitive or independent, goals helped Chinese employees and their foreign and Chinese managers strengthen their quality relationships as measured by supervisor-subordinate guanxi and leader-membership exchange; quality relationships in turn enhanced effective participative leadership as measured by the opportunity for joint decision-making and the open-minded discussion of opposing views (constructive controversy). Results suggest that cooperative goals and the Chinese value of guanxi may be important for overcoming obstacles and developing participative leadership within and across cultural boundaries. Copyright Blackwell Publishing Ltd 2006.

Effective open relationships with employees can help foreign managers rely upon and utilize the local knowledge of their employees. One hundred and sixty-three Chinese employees from various industries in China were surveyed on their relationships (leadership–member relationship and personal guanxi) with American and Chinese managers, their constructive controversy, that is, their constructive controversy with them, and the job assignments and promotions received from their managers. Results support the hypotheses that quality leader–member relationship and personal guanxi promoted their constructive controversy, which in turn facilitated employees receiving challenging jobs and promotions. Results suggest that leader–member relationship and Chinese value of guanxi may be important for enhancing their constructive controversy; this kind of open dialogue can be a foundation upon which American managers can develop the confidence to give their Chinese employees challenging tasks and promotions. Copyright Springer Science+Business Media, LLC 2007Guanxi, Leader–member relationships, Open-minded dialogue,

The global COVID-19 pandemic has disrupted personal and work lives and created great uncertainty and stress, especially for frontline health care professionals like doctors and nurses who risk personal health while facing increased workloads and new COVID-related tasks. People can passively respond to this disruption, or they can be more active and choose to shape the conditions surrounding their work during the crisis. We designed a multiwave, multisource study examining whether a proactive orientation is a key resource for frontline health care professionals in the COVID-19 pandemic. Drawing from proactive and conservation of resources theories, we studied a sample of 408 doctors and nurses at a COVID-19 hospital in the locked-down area surrounding Wuhan City, China during the first wave of the virus. Our aim is to examine how personal agency contributes to health care professionals' performance and well-being when combating COVID-19. Proactive personality as a dispositional resource was associated with higher levels of perceived strengths use, a job-related motivational resource. This effect was jointly moderated by routine disruption and perceived organizational support. Proactive personality was indirectly associated with performance and two indicators of well-being (resilience and thriving) through perceived strengths use. More frequent physical exposure to the virus magnified the effects of perceived strengths use on an archival indicator of performance during the first wave of the pandemic.

Cooperation and competition, Business and government interdependence, Open-minded discussion,