Abstract
Conflicts between co-workers can result in defensive reactions, escalated emotions, and greater rigidity towards possible resolutions. Despite advances in conflict management research, the relational mechanisms of defensiveness remain a black box. Why and how do people respond defensively to conflicts in work relationships? To address this question, we integrate perspectives from attachment theory and conflict management to develop an attachment-based model of relational defensiveness. Specifically, the paper unpacks the unique characteristics of relational defensiveness, the conditions by which it occurs, and its consequences. Integrating research on attachment interventions, we theorize the role of person-focused and process-focused coaching in mitigating defensiveness and in preventing the escalation of interpersonal conflict. We conclude with a discussion of how an understanding of relational defensiveness can inform new directions for research on conflict, leadership, and interpersonal dynamics in organizations.
Published Version
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