Thomas-Kilmann Conflict Mode Instrument

Thomas, Kenneth W.; Kilmann, Ralph H.

doi:10.1037/t02326-000

Cited by 474 publications

(671 citation statements)

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“…This scheme was then reinterpreted by Thomas (1976). According to ThomasKilmann conflict mode instrument there are five modes for handling interpersonal conflicts in this scheme including competing, collaborating, compromising, avoiding, and accommodating (Thomas & Kilmann, 1974;Kilmann & Thomas, 1977). As it was interpreted by Thomas (1976) these five conflict management styles are based on two dimensions: assertiveness and cooperation.…”

Section: Conflict Management Stylesmentioning

confidence: 99%

The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode instrument

Riasi

Asadzadeh²

2015

10.5267/j.msl

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Section: Conflict Management Stylesmentioning

confidence: 99%

The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode instrument

Riasi

Asadzadeh²

2015

10.5267/j.msl

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“…Studies have found that cooperative styles of conflict handling, in which more concern is shown for others, generally yield beneficial outcomes in the workplace, whereas uncooperative styles generally produce negative outcomes (e.g., Meyer, 2004;Ohbuchi & Kitanaka, 1991;Rahim & Buntzman, 1989;WeiderHatfield & Hatfield, 1996). Other studies show that CMS of managers is related to various outcomes of subordinates, such as job satisfaction, supervision satisfaction, supervisor-subordinate relationships, long-term cooperation, and attitudinal and behavioral compliance (Alexander, 1995;Blake & Mouton, 1964;Follett, 1940;Rahim, 1986;Thomas & Kilmann, 1974;Weider-Hatfield & Hatfield, 1996). While the importance of managers' CMS has been demonstrated repeatedly, little is known about the mechanism through which the CMS of superiors influence the work attitudes of subordinates.…”

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confidence: 99%

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Chan

Huang

2007

Asia Pacific J Manage

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This study examines the mediating effects of trust on the relationships between manager's conflict management styles (CMS) and employee attitudinal outcomes, as well as identifies the potential deviations in the areas of CMS and trust from the west in Chinese culture. One hundred sixty-nine employees in Guangzhou of China participated. As predicted, Integrating CMS of managers is found significantly correlated to trust and subordinates' job satisfaction and turnover intention. Trust fully mediates the link between Integrating CMS and subordinates attitudinal outcomes. Results also support the expectations concerning the deviations on the impacts of the uncooperative CMS on subordinates under Chinese culture. Discussion and implications are presented.Keywords Conflict management styles . Trust . Turnover intention . Job satisfaction . Chinese culture Conflict is part of organizational life. Managers spend up to 20% of their time in the workplace dealing with conflict or its aftermath (Schermerhorn, Hunt, & Osborn, 1998;Thomas & Schmidt, 1976). Conflict is considered to be a "natural process between people and, as such, is an inevitable aspect of a manager's job" (Markowich Asia Pacific J Manage DOI 10.1007/s10490-007-9037-4 The authors appreciate the valuable comments of the editor and the two anonymous reviewers on an earlier version of this paper. We would also like to thank the research committee of the University of Macau for funding this project.

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“…The Cultural Intelligence Scale developed by Ang and Van Dyne (2015) is used to measure the attributes of Cultural Intelligence. The Thomas-Kilmann Conflict Mode Instrument developed by Thomas and Kilmann (1996) is used to measure the items of Constructive Conflict Resolution.The research instrument constitutes a five-point Likert scale ranging from "1 -Strongly disagree" to "5 -Strongly agree". The research instrument that are modified are presented to face and content validity test through 3 -panel of subject experts (Engel and Schutt, 2017;Kirk and Miller, 1986;Piedmont and Village, 2009).…”

Section: Methodsmentioning

confidence: 99%

Pragmatic Approach towards Constructive Conflict Resolution: Psychological Capital Mapping

Devi¹,

Kalpana²

2018

IJMS

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Thomas-Kilmann Conflict Mode Instrument

Cited by 474 publications

References 0 publications

The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode instrument

The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode instrument

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Pragmatic Approach towards Constructive Conflict Resolution: Psychological Capital Mapping

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