Superiors' Conflict Management Strategies And Subordinate Outcomes

Abstract

This article summarizes the extant research investigating the relationships between managers' conflict management strategies and subordinate outcomes and reports the results of a study investigating relationships between a manager's use of collaborating, forcing, and accommodating and four types of rewards (system, job, performance, and interpersonal) subordinates might experience at work. The results show significant positive relationships between a manager's collaborating strategies and subordinates' experiencing interpersonal and performance rewards and significant negative relationships between a manager's forcing strategies and those same outcomes. No relationship was found between a manager's accommodating strategies and subordinates' perceived rewards or between any of the strategies and system rewards. © 1996 Sage Publications, Inc.

Publication Date

12-1-1996

Publication Title

Management Communication Quarterly

Volume

10

Issue

2

Number of Pages

189-208

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1177/0893318996010002003

Socpus ID

33646209604 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/33646209604

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