Relationships Among Conflict Management Styles, Levels Of Conflict, And Reactions To Work

    Authors

    D. WeiderHatfield;J. D. Hatfield

    Comments

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    Abbreviated Journal Title

    J. Soc. Psychol.

    Keywords

    HANDLING INTERPERSONAL CONFLICT; Psychology, Social

    Abstract

    Relationships among (a) conflict management styles, (b) levels of conflict, (c) two general reactions to work, and (d) four types of individual outcomes experienced by employees in the United States were assessed in two studies. In Study 1, subordinates using a high-obliging style with supervisors experienced more intrapersonal conflict, supervisors using a high-integrating style with subordinates reported more intrapersonal and intragroup conflict, and low-dominating supervisors reported significantly greater intragroup conflict. In Study 2, high-integrating subordinates experienced less intrapersonal, intragroup, and intergroup conflict than low-integrating subordinates did. The results of analyses also indicated that there was a strong relationship between integrating and all six organizational outcomes. Lower job satisfaction and fewer interpersonal rewards were associated with a high-dominating style. Both integrating and compromising were positively related to interpersonal outcomes, and dominating and avoiding were negatively related to interpersonal outcomes. Finally, the more conflict individuals experienced on the job, the lower their job satisfaction and their outcomes were.

    Journal Title

    Journal of Social Psychology

    Volume

    135

    Issue/Number

    6

    Publication Date

    1-1-1995

    Document Type

    Article

    Language

    English

    First Page

    687

    Last Page

    698

    WOS Identifier

    WOS:A1995TW00500002

    ISSN

    0022-4545

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