Abstract
The article discusses the possibility that organizations are characterized by distinct conflict cultures and that such conflict cultures have antecedents in leader and member characteristics. Collaborative, dominating and avoidant are revealed by research to be three distinguishable types of conflict culture. It is found that branches with members who are agreeable are apt to develop collaborative conflict cultures while branches with extraverted and disagreeable members are likely to have dominating conflict cultures. Avoidant conflict cultures are also found to be less likely to develop in branches with leaders who are introverted, have a high need for closure, and raised in a household characterized by low levels of conflict avoidance.
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