Managerial Mediation Competency: A Mixed‐Method Study

Poitras, Jean; Hill, Kevin; Hamel, Virginie; Pelletier, Francis-Benoît

doi:10.1111/nejo.12085

Cited by 13 publications

(10 citation statements)

References 43 publications

(53 reference statements)

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“…The present findings add to confirm the theorizing that servant leadership prioritizes serving followers' needs and well-being (Greenleaf, 1977;Obi & Bollen, 2017;Van Dierendonck, 2011), which here include reducing team conflict through problem-solving and by using a nonforcing strategy to curb sisters' emotional exhaustion experience. Overall, these results extend the emerging literature on the vital role of leadership as a third-party in followers' conflicts (Poitras et al, 2015;R€ omer, 2017), with particular reference to servant leadership and problem-solving. Our results suggest that conflict management literature needs to integrate servant leadership competencies (e.g., emotional healing, empowering, listening, ethical behavior, empathy) in constructing problem-solving conflict-handling skills.…”

Section: Theoretical Implicationssupporting

confidence: 79%

Servant Leadership, Third‐Party Behavior, and Emotional Exhaustion of Followers

Innocentina-Marie

Bollen

Aaldering

et al. 2020

Negotiation Conflict Man Res

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Conflicts are ubiquitous in all life's domain where people live and perform interdependent tasks, including convents. Managing conflicts among followers is an essential responsibility of leaders. The way leaders behave while managing such conflicts have received little academic attention; available studies have focused on business contexts. This study aimed to examine the relationship between servant leadership, and emotional exhaustion through team conflicts, and further investigates the mediating role of leaders' third-party conflict behaviors such as avoiding, forcing, and problemsolving. Data were gathered from 453 religious sisters (followers), in 166 convents, in a Catholic Women Religious Institute mostly based in Nigeria. Structural equation modeling confirmed that servant leadership was associated with reduced team conflicts through leaders' third-party behaviors. Further findings showed that perceived servant leadership was negatively related to emotional exhaustion through a nonforcing expression. We discussed theoretical and practical implications.

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Section: Theoretical Implicationssupporting

confidence: 79%

Servant Leadership, Third‐Party Behavior, and Emotional Exhaustion of Followers

Innocentina-Marie

Bollen

Aaldering

et al. 2020

Negotiation Conflict Man Res

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“…Talkativeness and text, for example, can now be analyzed within the framework of mixed methods research using frequency counts (Poitras et al, 2015 ) thanks to the development of reliable—and extremely useful—measures of verbal productivity and the multiple opportunities offered by modern-day technology (Bazeley, 2003 , 2006 , 2009 ). Frequency counts, however, are weak and insufficient measures.…”

Section: The Challenges Of Mixed Methods Researchmentioning

confidence: 99%

Indirect Observation in Everyday Contexts: Concepts and Methodological Guidelines within a Mixed Methods Framework

et al. 2018

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Indirect observation is a recent concept in systematic observation. It largely involves analyzing textual material generated either indirectly from transcriptions of audio recordings of verbal behavior in natural settings (e.g., conversation, group discussions) or directly from narratives (e.g., letters of complaint, tweets, forum posts). It may also feature seemingly unobtrusive objects that can provide relevant insights into daily routines. All these materials constitute an extremely rich source of information for studying everyday life, and they are continuously growing with the burgeoning of new technologies for data recording, dissemination, and storage. Narratives are an excellent vehicle for studying everyday life, and quantitization is proposed as a means of integrating qualitative and quantitative elements. However, this analysis requires a structured system that enables researchers to analyze varying forms and sources of information objectively. In this paper, we present a methodological framework detailing the steps and decisions required to quantitatively analyze a set of data that was originally qualitative. We provide guidelines on study dimensions, text segmentation criteria, ad hoc observation instruments, data quality controls, and coding and preparation of text for quantitative analysis. The quality control stage is essential to ensure that the code matrices generated from the qualitative data are reliable. We provide examples of how an indirect observation study can produce data for quantitative analysis and also describe the different software tools available for the various stages of the process. The proposed method is framed within a specific mixed methods approach that involves collecting qualitative data and subsequently transforming these into matrices of codes (not frequencies) for quantitative analysis to detect underlying structures and behavioral patterns. The data collection and quality control procedures fully meet the requirement of flexibility and provide new perspectives on data integration in the study of biopsychosocial aspects in everyday contexts.

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“…2.5 Leaders' third-party conflict behaviors: avoiding, forcing and problem-solving An important leadership skill is managing conflicts as a third-party (Poitras et al, 2015;Römer et al, 2012). A leader's third-party conflict behavior refers to a leader's outward response or reaction to conflicts between followers, for which the leader is aware or was informed about by the followers in conflict (Römer et al, 2012).…”

Section: Authoritarian Leadershipmentioning

confidence: 99%

Servant and authoritarian leadership, and leaders’ third-party conflict behavior in convents

Obi¹,

Bollen

Aaldering

et al. 2021

IJCMA

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Purpose The present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby contributing to integrating knowledge on leadership styles and leaders’ third-party conflict behaviors. This study aims to investigate leadership and conflict management in a context hardly studied: local religious communities or convents within a female religious organization. Design/methodology/approach The authors collected quantitative survey data from 453 religious sisters, measuring their perception of leaders’ behaviors. These religious sisters live in local religious communities within a Catholic Women Religious Institute based in Nigeria (West Africa) and in other countries across the globe. Findings Results show that servant leadership relates positively to leaders’ third-party problem-solving behavior and negatively to leaders’ avoiding and forcing. Moreover, authoritarian leadership relates positively to leaders’ third-party avoiding and forcing behaviors. Originality/value This study expands theory development and practices on leadership and leaders’ third-party conflict behaviors. The authors associate servant and authoritarian leadership with leaders’ third-party conflict behaviors: avoiding, forcing and problem-solving, in followers’ conflicts. The authors offer practical recommendations for religious leaders on servant leadership and leaders’ third-party conflict behaviors.

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Managerial Mediation Competency: A Mixed‐Method Study

Abstract: Managerial conflict resolution skills such as mediation have often

Cited by 13 publications

References 43 publications

Servant Leadership, Third‐Party Behavior, and Emotional Exhaustion of Followers

Servant Leadership, Third‐Party Behavior, and Emotional Exhaustion of Followers

Indirect Observation in Everyday Contexts: Concepts and Methodological Guidelines within a Mixed Methods Framework

Servant and authoritarian leadership, and leaders’ third-party conflict behavior in convents

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