Gender differences in conflict resolution styles of managers: At work and at home

Chusmir, Leonard H.; Mills, Joan

doi:10.1007/bf00287988

Cited by 60 publications

(48 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Thus, the authors concluded that these more assertive styles aided promotion to higher levels. Using a self-assessment methodology, Chusmir and Mills (1989) studied men and women managers at three levels of management -supervisors/forepersons, middle-level, and top-level. The sample involved 99 males and 102 females from banking/mortgage, not-for-profit, and industrial organizations in southeastern Florida.…”

Section: Uncooperative Cooperativementioning

confidence: 99%

See 1 more Smart Citation

Conflict styles of men and women at six organization levels

Thomas

Thomas²,

Schaubhut³

2008

International Journal of Conflict Management

101

View full text Add to dashboard Cite

PurposeThis study aims to provide a more detailed examination of the way conflict styles vary by organization level and gender.Design/methodology/approachThe authors drew a stratified, random sample from a national database on the Thomas‐Kilmann Conflict Mode Instrument, selecting 200 fully‐employed men and 200 fully‐employed women at each of six organizational levels – from entry‐level positions to top executives. This design allowed them to test for linear and curvilinear relationships between style and organization level, as well as to compare gender differences in styles across organization levels.FindingsResults showed moderate effect sizes for both organization level and gender, with negligible interaction effects. Assertiveness (competing and collaborating) increases monotonically at progressively higher organization levels, while unassertive styles (avoiding and accommodating) decrease. Compromising shows a curvilinear relationship to organization level, decreasing at both the highest and lowest levels. The strongest gender finding was that men score significantly higher on competing at all six organization levels. Thus, there was no evidence that conflict styles of men and women converge at higher organization levels.Originality/valueThe study provides a more detailed picture of conflict style differences by organization level and gender. Among other things, these differences suggest the usefulness of multiple sets of norms for conflict style instruments and the need for conflict training and team building to take into account the typical style patterns at a given organization level.

show abstract

Section: Uncooperative Cooperativementioning

confidence: 99%

“…Conflict styles at higher levels can also be interpreted as learned adaptations to the role demands of those positions (e.g. Chusmir and Mills, 1989). Differences at higher levels may also reflect the self-confidence that comes from the past successes and promotions that got one to a higher level (e.g.…”

mentioning

confidence: 99%

Conflict styles of men and women at six organization levels

Thomas

Thomas²,

Schaubhut³

2008

International Journal of Conflict Management

101

View full text Add to dashboard Cite

show abstract

“…Demographic variables such as gender, age, and educa tional level have been used to predict many behaviors, including effectiveness (Eagly, Karau, & Makhijani, 1995;Thompson, 2000), communication style (Kirtley & Weaver, 1999), decision making (Ganzel, 1999;Radecki & Jaccard, 1996), productivity (Kovar & Overdorf, 1995;Wilson & Hossain, 1999), participation (Itzhaky & York, 2000;O'Connor, 1996;Williamson, 2000), confl ict style (Chusmir &Mills, 1989;Duane, 1989; P. S. Sorenson, Hawkins, & R. L. Sorenson, 1995), success (Blank & Levesque, 1993;Chusmir & Parker, 1992;Sutherland, 1999), and power (Jenkins, 2000;Lips, 2000). Although a great deal of research has concerned the relationship between leadership and gender, few researchers have explored the relationship between leadership and age, and fewer still the relationship between leadership and educational level.…”

mentioning

confidence: 99%

Effects of Gender, Education, and Age upon Leaders’ Use of Influence Tactics and Full Range Leadership Behaviors

et al. 2007

View full text Add to dashboard Cite

“…A research done by Leonard et al (1989) found that men tended to use compromise strategy and women to use collaboration strategy to resolve conflict with their partners. It was found that women were more likely to use integrating strategy and less likely to use an avoiding strategy with their partners whereas the males were more likely to be obliging with their partner.…”

Section: Literature Reviewmentioning

confidence: 99%

Conflict Management among Malay Married Couples: An Analysis on Their Strategies & Tactics

Abdullah¹,

Hassan²,

Harun³

et al. 2017

ASS

View full text Add to dashboard Cite

The purpose of this study is to explore the strategies and tactics used in conflict management and analyze their effectiveness based on quantitative methodology. Probability sampling of 300 respondents in Selangor, Malaysia consisting of Malay married couples were selected using cluster sampling. The findings showed that the strategies were competing, collaborating, compromising, avoiding and accommodating. In average, around 80 percent of Malay married couples chose collaborating strategy whereas competing was less popular. However, the most popular tactic among the respondents is trying to do what is necessary to avoid tension which is under the avoiding strategy. Two-way communication and compromise were seen to be the essence in keeping longevity and success in marriage. The study revealed that there was a change in conflict management among Malay married couples which can be related to the economic development of society, technological advances, political scenarios and the influx of foreign culture. Nonetheless, along with the changes in Malaysia's economic system, modern Malay couples are more open-minded. Therefore, couples in this study tend to see conflicts as problems that need to be solved, wanting quality decisions that truly resolve the issues. They believe in the power of consensus and in sharing of information and achieving understanding with one another.

show abstract

Gender differences in conflict resolution styles of managers: At work and at home

Cited by 60 publications

References 23 publications

Conflict styles of men and women at six organization levels

Conflict styles of men and women at six organization levels

Effects of Gender, Education, and Age upon Leaders’ Use of Influence Tactics and Full Range Leadership Behaviors

Conflict Management among Malay Married Couples: An Analysis on Their Strategies & Tactics

Contact Info

Product

Resources

About