Conflict behaviors of difficult subordinates: Interactive effects of gender

Monroe, Craig; DiSalvo, Vincent S.; Lewis, James J.; Borzi, Mark G.

doi:10.1080/10417949009372812

Cited by 12 publications

(3 citation statements)

References 28 publications

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“…Em primeiro lugar, podem estar na origem diferenças nos instrumentos utilizados, na amostra considerada ou nos contextos investigados. Em segundo lugar, esta divergência pode ser explicada com base na existência de distintos fatores, passíveis de influenciar os resultados, nomeadamente o papel na sociedade e o contexto (Chusmir & Mills, 1989), os estereótipos de género (Deutsch, 1990(Deutsch, , 1994, características de personalidade (Monteiro, 2010) e o status organizacional (Brewer et al, 2002;Monroe et al, 1990).…”

Section: Socializaçãounclassified

A gestão de conflitos nas organizações: conceptualização e diferenças de género

Sobral

Ollivier

2019

gestaoedesenvolvimento

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Resumo:A forma de perspetivar o conflito tem sofrido significativas alterações com implicações para as organizações, constituindo-se estas em verdadeiras arenas para a sua formação. Por um lado, surge a visão tradicional, onde o conflito era sinónimo de violência, destruição e irracionalidade e, por outro lado, a visão emergente, onde o conflito é sinónimo de produtividade, ao fomentar a criatividade e a inovação. A comunicação surge como causa e solução, em simultâneo, devendo ser instigadas estratégicas ajustadas à natureza e à situação de conflito, baseadas na cooperação entre as partes, naturalmente distintas. Através de uma revisão bibliográfica, objetivou-se refletir o "estado da arte" no âmbito da gestão de conflitos nas organizações, dando ênfase às diferenças de género. Os resultados não evidenciaram um estilo estritamente associado ao género masculino ou ao feminino; contudo, reconhece-se a utilização de uma estratégia de negociação e menos de confrontação pelas mulheres, em oposição aos homens. Identifica-se escassa investigação empírica em Portugal neste domínio, podendo este estudo contribuir no seu progresso, ao estabelecer bases teóricas que a sustentem.Palavras-Chave: conflito, estilos de gestão de conflito, comunicação, género Abstract: The way that the conflict has been considered has undergone significant changes with implications for the organizations, which become real arenas for their constitution. In one hand, there is the traditional view, where conflict was synonymous of violence, destruction and irrationality, and, on the other hand, the emergent perspective, where conflict is a synonymous of productivity, fostering creativity and innovation. Communication emerges as a cause and as a solution at the same time, and strategies adjusted to the nature and situation of conflict should be instigated, based on cooperation between the different, naturally distinct parties. Based on a literature review, our objective was to reflect about the "state of the art" in the context of conflict management in organizations, with emphasis on gender differences. The results did not show a style strictly associated with the masculine or feminine gender; however, it is recognized that the use of negotiation strategies and less confrontation by women, as opposed to men. There is little empirical research in Portugal in this domain, and this study may contribute to its progress, by establishing the theoretical bases that support it.

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Section: Socializaçãounclassified

A gestão de conflitos nas organizações: conceptualização e diferenças de género

Sobral

Ollivier

2019

gestaoedesenvolvimento

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“…Finally, the primary provoker may come to hold this position within the group due to his or her difficulty in dealing with conflict (Monroe, DiSalvo, Lewis, & Borzi, 1990). Group members' abilities to communicate during stressful and conflicting group interactions may enhance the formation of primary and secondary provokers.…”

Section: Primary and Secondary Provokersmentioning

confidence: 99%

Analyzing Interaction Patterns in Dysfunctional Teams

Keyton

1999

Small Group Research

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After a brief review of team effectiveness models is presented, Stohl and Schell’s concept of farrago— a confusing group member who becomes the relational focus of a dysfunctional group—is reconfigured into primary and secondary provokers. It was hypothesized that a group’s dysfunction is caused by the primary provoker’s confusing behavior. Behaving at one anchor of a behavioral dimension and then at the other, the primary provoker pulls other group members into a web of confusing communication, causing them to become secondary provokers. The dysfunction that results replaces the task focus of the team. This assumption was tested in two studies of organizational work groups. Results indicate that confusion on only one dimension—the friendly-unfriendly—distinguishes dysfunctional from effective groups.

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“…Moreover, researchers have found that multiple variables have some correlation to conflict resolution effectiveness. One variable of great interest is the interaction of heterogeneous (opposite sex) and homogeneous (same sex) dyads in managing subordinate conflicts (Monroe, Disalvo, Lewis andBerzi, 1991 andAkintayo, 2006). The authors investigated the effect of gender on conflict management style of supervisors in relations to difficult subordinates.…”

Section: Introductionmentioning

confidence: 99%

Influence of Management Style on Conflict Resolution Effectiveness in Work Organizations in South-Western Nigeria

Akintayo

2012

ijhrs

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This study investigated the influence of management style on conflict resolution effectiveness in work organizations in South-Western Nigeria. This was for the purpose of ascertaining the relative impact of managerial strategy on conflict resolution effectiveness towards ensuring sustainable industrial peace and harmony in Nigeria. Descriptive survey research design was adopted for the study. A total of 211 respondents were selected for the study using purposive sampling technique. A set of questionnaire was utilized for data collection. A set of questionnaire titled 'Rahim Organizational Conflict Inventory' (ROCI) developed by Conrad (1991) was adopted for the study. The four generated hypotheses were tested using Pearson Product Moment Correlation and t-test statistical methods. The findings of the study revealed that: A significant relationship exists between management style and conflict resolution effectiveness (r = 0.356; P < 0.05). I t was also found that there was no significant difference between male and female managers' conflict management style (t (209) = 17.56; P > 0.05).The finding reveals that a significant difference exists between female and male managers' conflict resolution effectiveness (t (209) = 5.66; P < 0.05). Based on the findings of the study, it is recommended that democratic management style be encouraged as conflict resolution strategy in order to guarantee effective management of industrial conflict and sustainable peace and harmony. Also, both male and female managers should avoid the use of autocratic management style in the course of managing industrial conflict. Rather, participatory management style should be employed during collective bargaining process in order to foster effective management of conflict in work organizations.

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Conflict behaviors of difficult subordinates: Interactive effects of gender

Cited by 12 publications

References 28 publications

A gestão de conflitos nas organizações: conceptualização e diferenças de género

A gestão de conflitos nas organizações: conceptualização e diferenças de género

Analyzing Interaction Patterns in Dysfunctional Teams

Influence of Management Style on Conflict Resolution Effectiveness in Work Organizations in South-Western Nigeria

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