Decoupling task and relationship conflict: the role of intragroup emotional processing

Abstract

SummaryThe present paper focuses on the role of emotion in intragroup conflict processes. We propose that how group members handle emotion affects intragroup interactions and has implications for task and relationship conflict. Three types of variables-collective emotional intelligence, intragroup relational ties, and conflict-relevant interactional norms-constrain negative emotionality and may determine whether task conflict results in damaging relationship conflict. The moderating influence of these variables is discussed, as are compositional issues associated with measuring them.

Influence of Personal and Task Interdependence on Task Conflict and Team Effectiveness

“…It is commonly believed that an individual's characteristics during task performance is influenced by factors such as team conflict norms, individual characteristics, work structure, team characteristics, task characteristics and the interaction among these input characteristics. The conceptual framework of these parameters will greatly influence each other, as previously reported by Yang and Mossholder (2004), Ashkanasy and Daus (2002), Bodtker and Jameson (2001), which suggest the connection between work place conflict and emotions.…”

Assessing the effectiveness of conflict management training in a health sector organization: evidence from subjective and objective indicators

“…conflict escalation, see Glasl, 1982;Pruitt, 2008). In a similar vein, research has shown that effective conflict management also involves managing potentially negative emotions arising from workplace conflict, thereby minimising the potential for escalation (Ayoko, Callan, & Hartel, 2008;Curseu, Boros, & Oerlemans, 2012;Yang & Mossholder, 2004).…”

“…Conflicts can escalate to more destructive levels when workers are not capable of reducing the emotional intensity inherent in all conflicts (Ayoko et al, 2008;Curseu et al, 2012;Yang & Mossholder, 2004). In such situations, the parties affected usually turn to external agents for resolution (i.e.…”

“…This consisted of providing clear and simple instructions regarding the focal skill to be learned, modelling example skills, performing trials to practice the learned skill, providing feedback and reinforcement, and generalizing the learned skills from the learning context to real-life situations (Gil & Leon-Rubio, 1998). In particular, participants were trained in (a) emotional regulation (sessions 3-4: see Yang & Mossholder, 2004); (b) interpersonal communication and assertiveness skills (sessions 5-6: see Janssen & van de Vliert, 1996); (c) and problem solving skills (sessions 7-8: see Ury, Brett, & Goldberg, 1988). In addition, a three-hour follow-up session was held two months later in which the trainer conducted group discussions to monitor difficulties in applying the skills learned to participants' work settings (session 9).…”

The Impact of Colonialism on the Development of Management in Nigeria

“…There is evidence that supports the traditional view that conflict is dysfunctional, especially those that arise from relationships. This is because relationship conflicts are often negative as they tend to hinder cooperation and reduce mutual understanding and trust (Yang & Mossholder, 2004). Studies, as shown in the IPMA-HR 2006 survey (as cited in Robbins & Judge, 2009) reveal that approximately 20 percent of organizational resources are often used up in resolving conflicts arising from interpersonal relationship issues.…”