Impact of Conflict Management Styles on Team Performance on Supervisors of Teams in Universities

Dr Rashid M Alhamali

doi:10.34257/gjmbravol19is3pg1

Abstract

This study investigates the impact of conflict management (CM) styles on team performance. Conflict Management was conceptualized in terms of five styles: avoiding, integrating, dominating, obliging and compromising. Team performance, on the other hand, was operationalized in terms of team cohesion, team communication, innovativeness, and quality. Five hypotheses regarding the impact of each dimension of CM on team performance were postulated. Gathering data via a questionnaire developed for this study from a sample consisted of 231 employees working at 40 teams in Twenty universities selected from 4 regions. Participants in the work sites were visited by the researcher's assistant to collect data and ensure a high response rate. Two hundred and fifty questionnaires were administered by hand, and 231 were returned completely. Using SPSS and AMOS, research data were entered, coded, analyzed and plotted. The results showed that three conflict management styles (integrating, obliging and compromising) had significant positive effects on team performance while two styles (avoiding and dominating) hadsignificant negative effects on team performance.

Highlights

Management was conceptualized in terms of five styles: Examples of Conflict management (CM)-related subjects involve studies on avoiding, integrating, dominating, obliging and compromising
The results showed that three conflict management styles had significant management (Stanley and Algert, 2007), CM styles and employee attitudinal outcomes (Chan et al, 2008), conflict management and forgiveness (Rizkalla et al, 2008), team satisfaction and performance (Liu et al, 2008), conflict management between and within teams (Hempel et al, 2009), CM styles and team performance (Somech et al, 2009), the relationship between positive effects on team performance while two styles emotional intelligence and CM styles and job had significant negative effects on performance (Shih and Susanto, 2010), the influence of team performance
Literature Review a) Conflict management styles CM style was defined as a common pattern or behavior that presented in a response to interaction with others in the context of conflict (Kuhn et al, 2000)

Summary

Introduction

Management was conceptualized in terms of five styles: Examples of CM-related subjects involve studies on avoiding, integrating, dominating, obliging and compromising. The results showed that three conflict management styles (integrating, obliging and compromising) had significant management (Stanley and Algert, 2007), CM styles and employee attitudinal outcomes (Chan et al, 2008), conflict management and forgiveness (Rizkalla et al, 2008), team satisfaction and performance (Liu et al, 2008), conflict management between and within teams (Hempel et al, 2009), CM styles and team performance (Somech et al, 2009), the relationship between positive effects on team performance while two styles emotional intelligence and CM styles and job (avoiding and dominating) had significant negative effects on performance (Shih and Susanto, 2010), the influence of team performance In light of these results, the study recommended that the conflict should not be ignored or resolved in a way that suits one of the parties to the conflict and at the expense of the other party.

Objectives

Methods

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Conclusion