Conflict Management Behaviors Research Articles

Conflict Management and Organizational Behavior: Principal Strategies

This study aims to explore conflict management strategies and organizational behaviour within educational institutions, specifically focusing on the role of school principals in addressing conflicts between teachers and staff. The research addresses the pressing need for effective conflict resolution in school environments to uphold organizational goals and foster a conducive learning atmosphere. Employing a qualitative approach with a descriptive design, the study utilizes observation, interviews, and documentation as primary data collection methods. Through direct observation and interviews with key stakeholders, the research delves into the intricacies of conflict resolution strategies employed by school principals. The study identifies conflicts between teachers and educational staff stemming from disputes over values, interests, and perceptions. Principals adopt collaborative strategies, including coaching and mediation, to resolve conflicts and promote mutual understanding among conflicting parties. However, resistance from individuals driven by personal agendas hinders conflict resolution efforts. Limitations are acknowledged, particularly in areas with restricted technologies, such as some educational institutions in developing countries. These limitations may affect the implementation of conflict resolution strategies and organizational behavior management. This study contributes to the literature by providing insights into effective conflict management strategies within educational settings. By highlighting the pivotal role of school principals and exploring innovative approaches to conflict resolution, the research offers practical implications for enhancing organizational dynamics in schools. Future research could further explore the impact of cultural and contextual factors on conflict management strategies and investigate novel approaches to mitigate conflict in diverse educational contexts.

Situational leadership during the post-pandemic crisis: a case of Amanah Institute

Learning outcomes After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict management styles of a female leader; and comprehend the organizational change process to devise an effective communication strategy. Case overview/synopsis Ever-changing business demands managers adopt organizational change in leadership styles, business processes, updated skill sets and minds. One must be ready to understand influential nurtured corporate culture and human resource resistance towards the inevitable change. This case study attempted to discuss the female protagonist dealing with an organizational conflict. The case study introduces one such protagonist from a century-old woman’s educational institution. Subsequently, this case study presents organizational change under the leadership of a female protagonist. This teaching case study gives the reader an insight into situational leadership, conflict management styles and the corporate change process by implementing an appropriate communication strategy. This case study describes the change process through the various decision-making scenarios that an academic institute over a century old faced during the post-pandemic crisis after adding a crucial protagonist. The employee union, followed by students and administrative employees, has challenged the dominating leadership position held by the college principal. Protests occurred due to the college administrator’s refusal to adjust her approach to leadership. This teaching case then provided different leadership styles of the current and old leaders. Finally, the case study lists the challenges a leader faces during turbulent times and the lessons a leader should learn from such situations while transforming the institute. Complexity academic level The teaching case benefits undergraduate students in business management subjects such as conflict management, leadership and organizational behaviour. Nevertheless, trainers can use this case study to teach seasoned managers and emerging leaders the significance of adopting and implementing change while understanding situational leadership. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.

A Study of the Developmental Mechanisms of Inter-Team Conflict Processes Within Multi-Team Systems - An Exploratory Analysis Based on a Collaborative R&D Context.

The analysis of the pivotal determinants that impact the progression of inter-team conflict processes in multi-team systems, as well as their underlying mechanisms, serves to explicate the developmental framework of said conflict processes. This study adopts a vantage point centered on the evolution of inter-team conflict in multi-team systems, with a specific focus on the sequential progression including"conflict latency → conflict perception → conflict management → conflict outcome → conflict feedback. By transmuting qualitative data into quantitative data through the discernment of inter-conceptual relationships' directionality and quantity, this study distills the key chain of relationships between categories. Employing the explanatory structure model, the developmental mechanism of inter-team conflict processes in multi-team systems is unveiled. Notable sources of conflict include team goal identification, team role multiplicity, inter-team relationships, and team competence. Factors that exert a significant influence on conflict management comprise inter-team conflict types, inter-team relationships, team competence, inter-team heterogeneity, team affiliation, and system goals. Reviewing the genuine motivations underlying conflict management behavior, as well as adopting a lengthier temporal perspective, emerges as a crucial consideration when analyzing the implications of conflict management on both the system and the team for evaluative purposes. Inter-team communication emerges as a pivotal influence on the efficacy of conflict management, which, in turn, is influenced by boundary managers, inter-team heterogeneity, and the inter-team interactive memory system. Through an in-depth analysis of the hierarchical interrelationships among factors that influence conflicts within teams, we have established a model for the conflict development process. This model is instrumental in comprehensively understanding the dynamics of conflict evolution within teams. It serves as a reference point for formulating more precise and effective conflict management strategies. Moreover, this model not only offers practical guidance for resolving conflicts within a multi-team framework but also enhances inter-team collaboration. Therefore, it contributes significantly to achieving the objectives of the multi-team system.

Role of Servant Leadership Conglomerate Conflict Behaviour on Team Performance, Conflict Resolution Efficacy, and Turnover Intentionin Tanzania’s Higher Learning Institutions

This paper explores the intricate relationship between servant leadership, conflict management behaviour, and organizational outcomes in the context of Tanzania's higher learning institutions. Through a longitudinal study involving 800 respondents from four public universities, the research investigates the interplay between servant leadership and conflict management styles, specifically focusing on integrating and compromising behaviors. The study employed a comprehensive methodology, utilizing questionnaires distributed over two waves with a one-year time lag. The findings revealed a positive correlation between servant leadership and integrating conflict management styles, specifically avoiding and accommodating. However, the anticipated correlation between integrating and compromising conflict behaviours in servant leadership is not confirmed. The study further examined the prevalence of cooperative conflict management patterns among Tanzanian university leaders, highlighting a combination of problem-solving and compromising strategies. A significant aspect of the research involved cluster analysis, which revealed distinct conflict behaviour patterns in Tanzanian universities. The result showed a preference for compromising and low-integrating (co-operative) patterns, as well as high-integrating and low-compromising (competitive) patterns. Notably, these patterns were not mutually exclusive, indicating a nuanced approach to conflict management. In the second part of the study, the paper delved into the impact of servant leadership's cooperative behaviour on team performance, conflict resolution efficacy, and turnover intention. The results affirmed the positive relationship between integrating and compromising conflict management styles and team performance while forcing behaviour showed a negative correlation. Moreover, the study identified a negative relationship between accommodating and forcing conflict management styles and turnover intention. The paper concluded that servant leaders in Tanzanian universities adeptly combined different conflict management styles, mitigating the adverse effects of conflicts on team performance and turnover intention. Even though avoiding and accommodating conflict behaviours were used together, problem-solving and compromising strategies were used a lot. This showed that servant leadership was used in a more complex way in Tanzanian higher education. The study contributed valuable insights into the dynamics of servant leadership, conflict management, and organizational outcomes, emphasizing the need for a contextual understanding of leadership behaviours and their cultural implications.

(HR) Manager in the Hot Seat: An Exercise to Practice Delivering (and Receiving) Performance Feedback

Performance conversations are a critical and necessary part of performance management. Feedback is most effective when it is constructive and when it involves a dialogue rather than a monologue, but people often struggle with this skill. This activity includes an experiential exercise that applies a five-part process for performance feedback, appropriate for human resources, conflict management, and/or organizational behavior classes. Students identify performance-based issues, create a plan to address the issues, craft an email to their employee requesting a meeting, meet with and engage in a performance feedback conversation, and develop an improvement plan collaboratively with the employee. “Managers” and “employees” reflect on the effectiveness of the performance conversation. This five-part exercise can be used in an undergraduate- or graduate-level course. Recommendations for adapting the exercise to the online environment are included.

Exploring the Link Between Servant Leadership, Procedural Justice, Conflict Management, and Innovative Work Behavior in the Pakistani Textile Industry

Purpose: The drive of this study is to explore the serial mediation role of procedural justice (PJ) and organizational conflict management (OCM) between servant leadership (SL) and innovative work behavior (IWB). Theoretical framework: Previous studies have proved that there is a positive relationship between SL & PJ, OCM & SL, PJ & IWB, and SL & IWB. But there is a gap in validation for a serial mediation role of PJ and OCM between SL and IWB. Design/methodology/approach: A sample of approximately 250 personnel employed in the textile industry in Pakistan was graphed to gather the data. Structural equation modeling (SEM) was used to assess the data. Findings: This study revealed that SL had a substantial and beneficial effect on IWB, whereas PJ had a noteworthy and favorable effect on OCM. Additionally, OCM had a noteworthy and favorable effect on IWB. Research, practical & social implications: The study is beneficial for the growth of the textile industry, where administrative management is recommended to play the role of servant leadership for innovative work behavior of employees. It is also suggested to create an environment of conflict management and procedural justice to boost innovative work behavior. Originality/Value: There is a substantial and beneficial serial mediating effect of PJ and OCM between SL and IWB.

Links connecting conflict management behaviors, job satisfaction and innovation performance in the retail grocery sector in Turkey

Links connecting conflict management behaviors, job satisfaction and innovation performance in the retail grocery sector in Turkey

Analysis of the Effect of Conflict and Work Stress on the Performance of Employees of PT Perkebunan ABC Asahan

PT Perkebunan ABC is always encouraged to be able to achieve targets and increase the productivity of its employees. The problem in this study is whether conflict and work stress affect the performance of PT Perkebunan ABC employees with the hypothesis being conflict and work stress affect the performance of PT Perkebunan ABC employees. The theories used in this study are Human Resource Management (HRM), conflict management and organizational behavior related to conflict, work stress and employee performance. The purpose of this study is to determine what factors influence conflict and work stress on the performance of PT Perkebunan ABC employees and formulate managerial policies that can be implied in order to improve employee performance. This research is in the form of correlational research with a research population of 749 people, all of whom are Executive Employees. The analytical method used in this study is the Structural Equation Model (SEM) analysis method. The results showed that conflict was the most dominant factor affecting the performance of PT Perkebunan ABC employees. The conclusion of this study is that the most dominant factor affecting the performance of Executive Employees (Karpel) at PT Perkebunan ABC Asahan is conflict with the magnitude of the influence reaching 91%.

Foster caregivers' depressive symptoms and parenting stress: Applying the theory of resilience and relational load

AbstractObjectiveThe aim of the current study was to identify constructive interpersonal behaviors that may make relational partners more resilient while foster caregiving.BackgroundFoster caregiving can be stressful due to the unique demands of the role. Consistent with the theory of resilience and relational load, we propose one possible way for couples to manage stress and promote resilience is by investing in their relationships through repetitive and positive relationship maintenance behaviors.MethodTwo‐parent foster caregiving couples (N = 227) completed online surveys measuring perceptions of their own and their partners' relationship maintenance and conflict management behaviors, as well as individual reports of depressive symptoms and parenting stress.ResultsStructural equation actor–partner interdependence modeling indicated significant direct and indirect actor effects, but no partner effects. Both men's and women's perceptions of the couple's relationship maintenance were positively associated with their perceptions of the couple's conflict management, which, in turn, were negatively related with their own depressive symptoms and parenting stress.ConclusionCouples' prosocial and constructive behaviors are related to lower mental distress in foster caregivers.ImplicationsCouple‐focused interventions may be helpful in promoting behaviors that enhance couple functioning and promote the well‐being of foster caregivers.

Reconnoitering The Impression Of Procedural Justice On Organizational Conflict Management And Innovative Work Behaviors In Higher Educational Institutes Of Pakistan

Reconnoitering The Impression Of Procedural Justice On Organizational Conflict Management And Innovative Work Behaviors In Higher Educational Institutes Of Pakistan

The Influence of Conflict Behavior and Conflict Management on Employee Performance at PT. Pos Indonesia Ambon Branch

Conflict is often caused by systems and structures. An inappropriate system will easily lead to conflict and differences in positions in the structure will also lead to conflict. Differences in team members in terms of education, organization, ability, cultural background, can produce different perspectives in completing tasks which are antecedent factors of conflict. The purpose of this study is to analyze and explain the effect of conflict behavior on employee performance, the effect of conflict management on performance and the effect of conflict management on strengthening conflict behavior on employee performance. The unit of analysis in this study were employees of PT. Pos Indonesia Ambon Branch, totaling 108 people. The results showed that 1) the conflicting behavior of the relationship indicators with items of feeling disliked, the presence of tension at work, the presence of personal barriers and indicators of task conflict with items rejecting other people's ideas, refusing other people's ways of working, looking down on other people had a significant effect on employee performance, 2) management with item collaboration conflict indicators actively looking for joint solutions, offering solutions for employees, item confrontation indicators ignoring the ideas offered, making decisions unilaterally, item accommodation indicators paying attention to the ideas offered, accepting every idea that is offered. offered, responding to every complaint, affecting employee performance, and 3) conflict management behavior collaboration, confrontation, accommodation has an effect on strengthening relationship conflicts and task conflicts on employee performance

How conflict expressions affect recipients’ conflict management behaviors

We integrate theories of conflict expressions and conflict management to examine how the nature of a conflict expression (i.e., the level of entrenchment, subversiveness, ambiguity, and target-directness) influences receivers’ willingness to respond with competitive, integrative, and nonconfrontational behaviors. Specifically, we conducted two policy-capturing experiments through which we examined the effects of distinct facets of a conflict expression on receivers’ conflict management behaviors, while holding all other facets constant, thereby offering causal conclusions on the relative importance of each facet for predicting behavioral reactions. We find that receivers were more likely to respond with competitive (forcing) versus integrative (problem-solving, compromising) or nonconfrontational (yielding, avoiding) behaviors when conflict was expressed unambiguously with high entrenchment and subversiveness. Notably, entrenchment had the strongest influence of any facet on conflict reactions. Overall, we contribute to research by specifying behavioral outcomes of distinct conflict expressions, which likely have important implications for the initiation of conflict spirals.

A structural model of relationships between conflict management styles and innovative behaviors with the mediation of work conscientiousness

Background and purpose: innovative behaviors as behaviors that bring change with themselves are related to organizational transformation and are considered the growth and development factor of all organizations. Therefore, the present study aimed to investigate the structural relationships between conflict management styles and innovative behaviors with the mediation of work conscientiousness in Lorestan University of Medical Sciences employees. Methodology: This research was a descriptive (non-experimental) correlational research. The statistical population includes all Lorestan University of Medical Sciences employees, and the sample size includes 248 employees selected through simple random sampling. Research data were obtained through the questionnaires on the conflict management styles of Thomas (1974), the work conscientiousness of Costa McGrath (1992), and the innovative behavior of Cross (2004). They were analyzed using Pearson's correlation coefficient and path analysis. Results: The findings from the path analysis showed that conflict management style, problem-solving style, compromise style, and flexibility style have a positive effect. However, the avoidance and control styles negatively affect work conscientiousness; work conscientiousness has a positive effect on innovative behavior, and work conscientiousness has a mediating role in the relationship between conflict management and innovation. Based on this, the results generally showed that the tested or conceptual models fit well. In addition to confirming the assumed paths, the role of conscientiousness in the relationship between conflict management and innovative behaviors is confirmed (p<0.01). Conclusion: Managers who use problem-solving, flexible, and compromise styles increase work conscientiousness by influencing the psychological needs of employees, and managers who use domineering and deterministic conflict management styles always have unmotivated and irresponsible employees.

The Influence of Interparental Conflict and Violence on Parenting and Parent–Child Relationships

AbstractThis conceptual review summarizes two decades of research on conflict management behaviors and their implications for family functioning. We review the accumulated research on the impact of three common conflict resolution strategies – destructive interparental conflict, constructive interparental conflict, and intimate partner violence – on parenting and parent–child relationships, including child abuse. Our review is based on published peer‐reviewed articles that include families with minor children of various ethnic and racial compositions and diverse family forms. We also provide a brief overview of the literature covering correlates of specific conflict management behaviors and comment on the effectiveness (or lack thereof) of intervention programs that focus on improving family well‐being. We conclude with suggestions for future research.

Having no negotiation power does not matter as long as you can think creatively: the moderating role of age

PurposeThe literature regarding the effect of power on negotiation strategies remains scattered and inconsistent. This study aims to propose that the effect of power on negotiation strategies is contingent on contextual variables but also on individual differences among negotiators. Specifically, the authors hypothesize that creativity moderates the effect of power such that low-power, as compared to high-power negotiators, use more collaborative and less competitive strategies and further report lower fixed-pie perception (i.e. perception of a counterpart’s goals and interests as diametrically opposite to one’s own goals and interests) when they can be creative. Moreover, the authors hypothesize that negotiators’ age buffers the moderated effect of power.Design/methodology/approachThe authors conducted two experiments and a cross-sectional field study. Participants in Studies 1 and 2 played a negotiation game in dyads. Study 1 manipulated power as status (manager vs employee), whereas Study 2 manipulated power as Best Alternative to a Negotiated Agreement (i.e. power to exit the negotiation without a deal). Accordingly, participants in Study 2 had strong vs weak Best Alternative to a Negotiated Agreement. In both studies, power was manipulated within dyads. Moreover, in both studies, the authors manipulated creativity (high vs low) between dyads. The chronological age of negotiators was measured in both studies and served as an additional moderator. Study 3 (preregistered) aimed to replicate the experiment results in the field.FindingsStudy 1 provided partial support for the hypothesis about collaborative strategies. Study 2 fully supported the hypothesis about the role of power and creativity on FPP and on collaboration (but not on competition). Study 3 did not support the power by creativity hypothesis. Interestingly, Studies 1 and 2 supported the power × creativity × age interaction hypothesis when predicting collaboration, while Study 3 supported the three-way interaction when predicting competition. Furthermore, Study 2 provided full support for the three-way interaction hypothesis when predicting FPP, while Study 3 provided partial support for this hypothesis. Altogether, the three studies largely replicated and complemented each other and revealed the robustness of the examined effects.Research limitations/implicationsThe findings of this research extend the literature on power on the one hand and negotiation and conflict management on the other and shed light on the inconsistent results regarding the role of power in collaboration and competition (De Dreu, 1995; De Dreu and Van Kleef, 2004; Overbeck and Park, 2001; Overbeck et al., 2006). Additionally, this research reconciles the inconsistent literature on creativity, conflict management and prosocial behavior (Gino and Ariely, 2012; Gino and Wiltermuth, 2014; Wilson and Thompson, 2014). Finally, the findings touch upon the aging literature as well and shed light on the role of age on conflict management (for a review, see Beitler et al., 2018) and on the interconnection between age, power and creativity.Practical implicationsThe findings are relevant to organizations characterized by power asymmetries (e.g. employee/manager) and inform practitioners about the main determinants of collaboration-based negotiations at work.Social implicationsThe findings extend the literature on power on the one hand and negotiation and conflict management on the other and shed light on the inconsistent results regarding the role of power in collaboration and competition.Originality/valueTo the best of the authors’ knowledge, this is the first study investigating the moderating role of creativity in the relationship between negotiation power and negotiation strategies. Moreover, the moderating role of participant age in such relationships has been, to date, largely uninvestigated.

Teamwork competency scale (TCS) from the individual perspective in university students

The main purpose of this study was to design and validate a scale to evaluate the development of teamwork competence of undergraduate students (TCS, teamwork competence scale). The research instrument used for validation and design has nine specific dimensions: Collective efficacy, learning orientation, establishing group goals, planning and coordination, communication, conflict management, problem solving, performance monitoring and back-up behavior. The sample consisted of a total of 802 freshmen of a Chilean university. For the statistical analysis, the method of partial least squares (PLS) was approached within a structural equation modeling (SEM). Results show that the TCS is a valid and reliable research instrument to assess the level of development of teamwork competence in undergraduate students.

The association between financial distress, conflict management, and co-parenting support for couples receiving child welfare

This study examined financial distress, conflict management, and co-parenting support among 254 couples receiving child welfare services. Using an actor-partner interdependence model, this study tested the indirect association between couples’ financial distress and their perceptions of co-parenting support through the use of positive conflict management strategies. Indirect actor effects were found for both mothers and fathers such that financial distress was associated with reports of less positive conflict management behaviors, and in turn less co-parenting support. When mothers reported that they and their partner engaged in less positive conflict management behaviors, they were more likely to be perceived as less supportive by their co-parent. Model results did not differ for married versus unmarried couples. For couples experiencing financial distress, findings imply that how effectively couples experiencing financial distress manage conflict in their relationship could potentially spillover and influence how well they support each other in co-parenting their children. Implications for practice are discussed.

Exploring the Relationship between Conflict Management and Transformational Leadership Behaviors for the Success of ERP Customization

ABSTRACT Many companies customize commercial enterprise resource planning (ERP) packages to meet their specific needs by collaborating with the ERP vendors. Nevertheless, research into the relationships among conflict management (CM), transformational leadership, and the performance of ERP customization projects are limited. This study addressed this issue through an in-depth case study. The results indicate the importance of mapping between CM approaches and transformational leadership behaviors in terms of enhancing project performance. Research implication are discussed subsequently.

Constructive and destructive interparental conflict, parenting, and coparenting alliance.

Guided by the spillover hypothesis of family systems theory, we used data from the Building Strong Families project to examine intrafamily relations between destructive and constructive interparental conflict, harsh and supportive parenting behaviors, and coparenting alliance across different family configurations: married, cohabiting, and noncohabiting (never married) parents. Our sample (N = 2,784 couples/parents) was racially diverse, low-income couples/parents who were unmarried at the conception of their child. All variables were measured when children were approximately 36 months of age. Interparental conflict was assessed through an instrument that included both parents' reported conflict in the relationship and the perception of the other parent's conflict behaviors. Parenting behaviors were measured through observational data and coparenting alliance was based on mothers' and fathers' reports. As expected, path analyses revealed that destructive interparental conflict was related to lower levels of coparenting alliance, whereas constructive interparental conflict was related to higher levels of coparenting alliance, for mothers and fathers. For fathers only, destructive interparental conflict related to harsh parenting, suggesting that paternal parenting is vulnerable to the quality of the relationship with the mother. None of the proposed associations differed by family structure. These findings suggest the need for intervention programs to focus on promoting adaptive conflict management behaviors rather than on family structure. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Örgütsel Çatışma Yönetimi İle Örgütsel Vatandaşlık Davranışı İlişkisini İncelemeye Yönelik Bir Araştırma1 (A Study on the Relationship Between Organizational Citizenship Behaviour and Organizational Conflict Management)

Purpose – One of the problems frequently encountered in organizations is conflict. Conflict is possible in any environment where people are present. Conflict is a disagreement within an organization or group. In order for the organization to be successful and to maintain its existence, the conflict needs to be managed effectively. In this study, the relationship between organizational conflict management and organizational citizenship behavior is examined. Design/methodology/approach – In order to test the hypotheses developed within the scope of the study, a survey was conducted with large companies in Manisa Organized Industrial Zone. The study was carried out in seventeen large scale enterprises. The sample of the study consisted of 332 people. Two different variables were used in the study. The data were collected by questionnaire technique. Six hypotheses were developed, in the study. The findings were evaluated with Pearson Correlation Analysis. Findings – According to the results of this study, it is proved that there is a positive and significant association between organizational conflict management and effective organizational citizenship behavior. In other words, as organizational citizenship behavior increases, organizational conflict management is also affected positively. Discussion – According to the findings of this study, it is provided that there is a positive and significant association between organizational conflict management and organizational citizenship behavior. The results of this study reveal that as the functional, integration, obliging, and compromising management strategies increase, the according organizational citizenship behavior also increases. Thus, as organizational citizenship behavior increases, organizational conflict management is also affected positively. These results support the findings obtained in the study in the literature. At the end of the study, suggestions and recommendations are presented for further research and practitioners in the field of management.