Perceived conflict avoidance by managers and its consequences on subordinates' attitudes

Abstract

Conflict handling by managers gives rise to significant emotional and cognitive experiences for affected employees and has far‐reaching effects on the effectiveness of a group and an organization. In this conceptual paper, we argue that despite many claims made by managers in their self‐reports that they engage in either dominant or compromising conflict‐handling strategies when managing conflict within a group, they may be perceived by employees as adopting neglect or avoidance behaviors. We examine how such perceived managers' avoidance styles could influence employees' perceptions with regard to justice, trust, and politics within an organization.