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

Dados Bibliográficos

ID9891111
AutoresWalter F Daves (Department of Psychology, Georgia State University, University Plaza, Atlanta, Georgia 30303., autor correspondente), Clarence L Holland (Georgia State University)
Ano1989
Volume42
Fascículo8
Páginas741-756
Data de publicação1989-08-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoHuman Relations (JOURNAL)
Identificadores do periódicoISSN: 0018-7267 • E-ISSN: 1741-282X
EditoraSAGE Publications (PUBLISHER • US)
DOI10.1177/001872678904200805
OpenAlexW2159991576
IdiomaEN
Citações recebidas2
Referências 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