Women Expressing Anger to Women in the Workplace: Perceptions of Conflict Resolution Styles

Johnson, Jamin; Arneson, Pat

doi:10.1080/07491409.1991.11089753

Cited by 4 publications

(3 citation statements)

References 19 publications

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“…This study would appear to support the premise that organizational norms supersede gender norms by advocating emotional restraint in the expression of negative emotions at work regardless of employee gender (Kramer & Hess, 2002). Similarly, Johnson and Arneson (1991) reported that female supervisors perceived anger as counterproductive and preferred to use controlled anger resolution strategies such as calm discussion and to offer rational explanations for anger rather than overt anger expression. Female participants in this study reported being concerned about anger expression diminishing the quality of interpersonal relationships.…”

Section: Gender Status and Anger Expressionsupporting

confidence: 56%

The Impact of Gender and Organizational Status on Workplace Anger Expression

Domagalski

Steelman

2007

Management Communication Quarterly

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The social rules for communicating anger in the workplace are multifaceted, and standards vary for different groups. Previous research addresses either gender differences in anger expression or organizational status differences, but not the combined impact of gender and status. The authors close this gap by investigating both the independent and joint influence of gender and relative organizational status on workplace anger expression. Their findings show that emotional restraint is the most frequent method of handling anger across all groups. Lower status males, however, directly express their anger around higher status members significantly more frequently than do lower status females. The authors conclude with observations regarding the relative strength of organizational norms as compared to gender-based norms.

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Section: Gender Status and Anger Expressionsupporting

confidence: 56%

The Impact of Gender and Organizational Status on Workplace Anger Expression

Domagalski

Steelman

2007

Management Communication Quarterly

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“…This indicates a growing reliance on alternative dispute resolution methods to achieve satisfactory outcomes for both parties involved. Moreover, surveys conducted among employees and employer's postresolution consistently show a moderate to high level of satisfaction with the process and outcomes, with around 85% reporting some level of satisfaction (Johnson et al, 2016).…”

Section: Introductionmentioning

confidence: 91%

Influence of Power Dynamics and Organizational Justice on Conflict Outcomes and Satisfaction in India

William

2024

JCM

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Purpose: To aim of the study was to analyze influence of power dynamics and organizational justice on conflict outcomes and satisfaction Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Research shows power dynamics and organizational justice significantly impact conflict outcomes and satisfaction. Power imbalances exacerbate conflicts, leading to dissatisfaction. Unequal power distribution can escalate conflicts due to perceived unfairness. Conversely, organizational justice fosters positive outcomes and higher satisfaction levels. Fostering equitable power dynamics and promoting justice mitigate conflict and enhance satisfaction. Unique Contribution to Theory, Practice and Policy: Social exchange theory, Equity theory & Organizational justice theory may be used to anchor future studies on influence of power dynamics and organizational justice on conflict outcomes and satisfaction. Organizations should prioritize efforts to promote transparent decision-making processes and equitable power distribution to mitigate conflicts and enhance employee satisfaction. Policymakers should advocate for legislation and regulations that promote fairness and equality in organizational practices, including policies related to anti-discrimination, diversity, and inclusion.

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“…In addition to the study of similarity and liking in groups, many have studied individual differences in interpersonal orientation, and applied such research to team compatibility (Fisher, Macrosson, & Walker, 1995;Johnson & Arneson, 1991;Kubes, 1992). The present study contributes to the literature by providing more understanding about interpersonal orientation in a team setting, and examining interpersonal orientation's role in bid/assignment decisions.…”

Section: Interpersonal Orientationmentioning

confidence: 99%

Intra-organizational turnover in a self-selective team environment

Dolfi¹

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Women Expressing Anger to Women in the Workplace: Perceptions of Conflict Resolution Styles

Cited by 4 publications

References 19 publications

The Impact of Gender and Organizational Status on Workplace Anger Expression

The Impact of Gender and Organizational Status on Workplace Anger Expression

Influence of Power Dynamics and Organizational Justice on Conflict Outcomes and Satisfaction in India

Intra-organizational turnover in a self-selective team environment

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