Abstract
Although some organizational studies have found a positive relation between self-efficacy and performance, recent research has shown that high self-efficacy could be dysfunctional in mixed motive situations, such as conflict and negotiation (Seijts, Latham & Whyte, 2000). This study analyzes the relationship between self-efficacy, conflict behavior and effectiveness in an organizational conflict. Subjects were asked to solve a conflict with a subordinate (a confederate) in a computer-mediated negotiation setting. Self-efficacy expectancies were induced using a false feedback technique. Results showed that: firstly, high self-efficacy enables higher substantive outcomes to be obtained; secondly, self-efficacy does not have a negative effect on relational outcomes; thirdly, high self-efficacy subjects had higher satisfaction levels than low self-efficacy subjects, and fourthly, gender differences were found in the use of avoiding behaviors to handle the conflict: low self-efficacy men used more avoiding behaviors than low self-efficacy women.
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