The Structure of Conflict Behavior of Managers Assessed with Self-and Subordinate Ratings

Datos Bibliográficos

ID9891111
AutoresWalter F Daves (Department of Psychology, Georgia State University, University Plaza, Atlanta, Georgia 30303., autor de correspondencia), Clarence L Holland (Georgia State University)
Año1989
Volumen42
Número8
Páginas741-756
Fecha de publicación1989-08-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaHuman Relations (JOURNAL)
Identificadores de la revistaISSN: 0018-7267 • E-ISSN: 1741-282X
EditorialSAGE Publications (PUBLISHER • US)
DOI10.1177/001872678904200805
OpenAlexW2159991576
IdiomaEN
Citas recibidas2
Referencias citadas13

Most previous treatments of conflict style have focused upon five strategies: avoiding (withdrawing), forcing (competing), smoothing (accommodating), compromising, and confronting (collaborating), purported to lie in a two-dimensional (assertion and cooperation) space. The factor structure of conflict style in self-reports by 158 public-and private-sector managers and in reports by their subordinates (total N = 927) on Howat and London's (1980) 25 behavioral statements was determined. These data indicate a three-dimensional structure which was essentially the same for self-and subordinate reports, i.e., openness, distribution, and control, although self-and subor-dinate reports were correlated at only a very low level. Concern for the interest of both parties was a component of both openness and distribution. The implications for conflict management were discussed

Assertion · Distribution (mathematics · Openness to experience · Style (visual arts · Conflict Management and Negotiation · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Mathematics · Psychology · Social Psychology