Relationships Among Conflict Management Styles, Levels of Conflict, and Reactions to Work

Weider-Hatfield, Deborah; Hatfield, John D.

doi:10.1080/00224545.1995.9713972

Cited by 51 publications

(27 citation statements)

References 10 publications

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“…This specific combination of styles confirms the negative correlation found between the styles of dominating and obliging (Brown, Yelsma, & Keller, 1981;Kravitz, 1987;Mills, Robey, & Smith, 1985;O'Reilly & Weitz, 1980;Rahim, 1983b;Van de Vliert et al, 1995). The first, second, and fourth patterns tend to confirm another two correlations found in previous studies (Kozan, 1986;Munduate, Ganaza, & Alcaide, 1993;Rahim, 1983b;Van de Vliert et al, 1995;Van de Vliert & Hordijk, 1989;Weider-Hatfield & Hatfield, 1987). It confirms the positive correlations between the styles of obliging and avoiding and also the positive correlation between obliging and compromising styles.…”

Section: Discussionsupporting

confidence: 86%

Patterns of Styles in Conflict Management and Effectiveness

Munduate

Ganaza

Peíró

et al. 1999

International Journal of Conflict Management

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Access to this document was granted through an Emerald subscription provided by emeraldsrm:463575 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Most studies of conflict handling styles in organizations analyze these styles separately. These studies assume that individuals are oriented towards the use of one of the styles of conflict management. As a result, different styles are compared one by one as if they were independent. In contrast, from a more all-embracing perspective people are seen as adopting configurations of styles. The interest in this alternative perspective lies in exploring the relations between these styles, how they combine and form patterns of conflict styles. This article presents an exploratory study that seeks to identify empirically the specific combinations of conflict handling styles that result in differentiated patterns within groups of managers. By using hierarchical and non-hierarchical cluster analyses of a sample of managers, different patterns of conflict management were identified. The effectiveness of each of the resulting patterns was analyzed in terms of its influence on the parties' joint substantive outcomes and their mutual relationship. Results show that patterns using multiple conflict handling styles were more effective than patterns based on a single style. Patterns of Styles in Conflict ManagementBlake and Mouton's (1964Mouton's ( , 1970) two-dimensional model for handling inter personal conflict has given rise to several theoretical approaches dealing with

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Section: Discussionsupporting

confidence: 86%

Patterns of Styles in Conflict Management and Effectiveness

Munduate

Ganaza

Peíró

et al. 1999

International Journal of Conflict Management

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show abstract

“…The integrating style is considered to be the most constructive of the five conflict management styles (Blake & Mouton, 1970, 1981Rahim, 1983), and some research substantiates this perspective. Research indicates that styles of conflict and levels of conflict were found to be significantly related to individual job satisfaction, with the integrating and compromising styles being positively related to interpersonal outcomes, while dominating, accommodating, and avoiding styles negatively related to interpersonal outcomes (Weider-Hatfield & Hatfield, 1995). In a study of school administrators, Bartlett (2009) found that less use of the integrating conflict management style in conflict situations was linked to increased uncivil behaviors.…”

Section: Review Of the Literaturementioning

confidence: 99%

Managing workplace incivility: The role of conflict management styles—antecedent or antidote?

Trudel

Reio

2011

Human Resource Dev Quarterly

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(integrating, accommodating, avoiding, compromising, and dominating) were assessed with the 20-item DUTCH Test for Conflict Handling (De Dreu, Evers, Beersma, Kluwer, & Nauta, 2001). Instigator and target workplace incivility were measured using a modified version of the Workplace Incivility Scale (WIS) developed by Cortina, Magley, Williams, and Langhout (2001) The convergent forces of globalization, technological advances, and corporate capitalism have created the need for new strategies to meet growing workplace and workforce demands (O'Toole & Lawler, 2006). HRD professionals play a key role in assisting organizations in dealing effectively with these rapid

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“…These environments, according to Havenga (2005) are closely knit and have an impact on the behaviour of individuals that may differ from that in larger organisations. Recent research has focused on conflict of interests and objectives (Vilaseca, 2002); team building and conflict management techniques (Filbeck & Smith, 1997); influences of work/family conflict on job satisfaction and quitting intentions among business owners (Boles, 1996); the phenomenon of substantive conflict in small family firms (Davis Personality characteristics, interpersonal needs, individual behaviour (Lotriet, Crafford & Visser, 2001), organisational status (Brewer et al, 2002), emotions (Bodtker &Jameson, 2001), power, rewards, beliefs andbasic values (Weider-Hatfield &Hatfield, 1995;Slabbert 2002) also influence the choice of conflict-handling styles applied.…”

mentioning

confidence: 99%

Gender and age differences in conflict management within small businessess

Havenga

2008

SA j. hum. resour. manag.

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The objective of this exploratory study was to establish, through the application of the Rahim Organisational Inventory (ROC II) instrument, how the gender and age status of owners/managers of small businesses relate to the application of different conflict-handling styles. The sample of 68 participants was taken using a convenience sampling technique to ensure representation from the strata of the 102 small businesses. Analysis of variances was used to determine if differences exist in conflict-handling styles within the gender and age status groups. The results of the statistical analysis done revealed that slight to significant variances were found, which are discussed accordingly.

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Relationships Among Conflict Management Styles, Levels of Conflict, and Reactions to Work

Cited by 51 publications

References 10 publications

Patterns of Styles in Conflict Management and Effectiveness

Patterns of Styles in Conflict Management and Effectiveness

Managing workplace incivility: The role of conflict management styles—antecedent or antidote?

Gender and age differences in conflict management within small businessess

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