Relationship conflict in supervisor‐subordinate dyads:a subordinate perspective

Abstract

Purpose -This paper aims to offer insights regarding antecedents and consequences of relationship conflict in supervisor-subordinate dyads, regardless of the demographic characteristics of the dyads. The authors explain the causes and outcomes of relationship conflict utilizing an affective approach, and suggest that factors such as moods, values, and situational context play an important role in influencing relationship conflict and its outcomes -intention to quit and trust in supervisor. Design/methodology/approach -The authors surveyed 200 employees of multiple companies in the greater Atlanta, Georgia area. They utilized hierarchical regression, (with the inclusion of two-and three-way interaction terms) to test their hypotheses and interaction effects. Findings -Negative mood and positive mood interacted to impact the level of relationship conflict experienced by subordinates. Subordinates' collectivism values strengthened the impact of the positive mood-negative mood interaction on relationship conflict. Mentoring and supervisor-subordinate dyad tenure moderated the relationship conflict to outcomes associations. Originality/value -The study goes beyond traditional relational demography research in order to offer new insights and perspectives on the causes and outcomes of relationship conflict at different hierarchical levels from an affective approach, specifically, moods theory. Since relationship conflict is an inevitable process, an understanding of antecedents and consequences of the conflict can allow managers to be better equipped to create a healthy work environment.

Examining the Mechanisms Linking Work-Related Conflicts and Employee Well-Being: A Mediation Model

“…Such conflicts over goals, processes and personality differences are termed as task conflict, process conflict and relationship conflict respectively (Jehn, Greer, Levine, & Szulanski, 2008;Vaux& Kirk, 2018). Previous studies have reiterated that conflicts over personality and value differences which are termed as -relationship conflicts are detrimental for individuals and organisations alike (Hagemeister & Volmer, 2018;Ismail, Richard, & Taylor, 2012;Volmer, 2015;Li et al, 2020). However, in the conflict research, studies differ about the effect of task conflict on employee well-being and process conflict have been omitted from conflict literature considering it as similar to task conflict (Behfar, Mannix, Peterson, &Trochim, 2011;Kuriakose, S.S, Jose, M.R.A,& Jose,2019 b;Greer & Jehn, 2007).…”

A Conceptual Framework for the Association between Relationship Conflicts and Employees’ Intention to Leave

“…Therefore, current study adopted this model partially to develop the conceptual model of the association between conflicts and employees' intention to leave from the organization. Based on the research findings, researchers found that there is a connection between negative moods and positive moods to the impact the level of relationship conflicts experienced by subordinates (Ismail et al, 2012). Subordinates' collectivism values support to strengthen the positive moods or negative moods interaction on relationship conflicts.…”

Interlocking Effects of Self-Efficacy and Self-Regulation on Social Ties and Social Entrepreneurial Orientation

“…Social ties (CL Wang, HFL Chung 2013) unlike previous studies which commonly tackles it from the weak and strong ties perspective, here refers to both the business and political ties normally considered by scholars as managerial ties (K.M. Ismail et al, 2012). Existing literature contribute more to the social Networks at the organizational level (macro) other than Individual level (micro).…”