Navigating the innovation dilemma
The paradox of leader’s self-confidence in conflict management
Bibliographic Data
| ID | 21620276 |
|---|---|
| Authors | Padmavathy Dhillon (Sambalpur University), Bharatendu Nath Srivastava (Indian Institute of Management Calcutta), Chetan Joshi (Indian Institute of Management Calcutta) |
| Year | 2025 |
| Volume | 36 |
| Issue | 1 |
| Pages | 217-256 |
| Publication date | 2025-01-02 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Conflict Management (JOURNAL) |
| Journal identifiers | ISSN: 1044-4068 • E-ISSN: 1758-8545 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/ijcma-09-2023-0185 |
| OpenAlex | W4405854185 |
| Language | EN |
| Citations received | 2 |
| References cited | 141 |
Purpose This study aims to investigate the circumstances where the positive influences of leader’s self-confidence are weakened in situations of conflict management (CM) arising due to innovation implementation. Specifically, this study tests the moderating influence of financial slack, internal opposition posturing and performance feedback on the relationship between self-confidence and conflict management styles (CMS). The findings are not complete. Design/methodology/approach This experimental study was conducted in two stages: In Stage 1, the authors studied moderating effects of financial slack (sound/unsound) and internal opposition posture (encouraging/ discouraging) on the relationship between leader’s self-confidence and CMS, namely, dominating, integrating and avoiding. In Stage 2, the authors studied the moderating effect of performance feedback (success/failure) on the relationship between leader’s self-confidence and three CMS. Data were collected from 268 senior-level Indian managers in Stage 1, out of which 235 managers also responded in Stage 2. These participants assumed the positions of chief executive officers (CEOs) within major Indian manufacturer specializing in electrical components, enabling us to empirically test the proposed model. Furthermore, a qualitative analysis of 10 semistructured interviews with Indian CEOs were conducted to enrich the discussion of the results. Findings Leader’s self-confidence determined the three CMS with highly self-confident leaders displaying irrational behavior in persisting with innovation through dominating style. Internal opposition posture and performance feedback exerted main effects on dominating style. Research limitations/implications This study supports behavioral decision theory of firm and escalation of commitment theory. Practical implications This study underscores the need for personality and self-awareness training amongst senior managers to mitigate irrational behavior due to excessive self-confidence and enhanced effective CM. Originality/value This study identifies a crucial boundary condition where high self-confidence in innovation implementation may lead to irrational behavior and ineffective CM
Conflict management · Dilemma · Economics · Epistemology · Management · Organizational conflict · Political science · Self-confidence · Conflict Management and Negotiation · Family Business Performance and Succession · Innovation and Knowledge Management · Law · Philosophy · Psychology · Social Psychology
The detrimental effects of power on confidence, advice taking, and accuracy
Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings
Self-Confidence and Personal Motivation
Is Slack Good or Bad for Innovation?
Slack Resources and the Performance of Privately Held Firms
Negative Consequences of Dichotomizing Continuous Predictor Variables
CEO Hubris and Firm Risk Taking in China
On the definition of feedback
A Behavioral Theory of R&d Expenditures and Innovations
Cooperative and Competitive Goal Approach to Conflict
Task versus relationship conflict, team performance, and team member satisfaction
On the Measurement of Organizational Slack
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error
On Confidence
CEO proactiveness, innovation, and firm performance
The effects of conflict type and conflict expression intensity on conflict management
Developing a Forced-Choice Measure of Conflict-Handling Behavior
Culture, Face Maintenance, and Styles of Handling Interpersonal Conflict
Confidence-Enhanced Performance
Why Do Leaders Escalate Their Commitment to a Failed Course of Action? A Moderated-Mediation Personality Traits Model
Structural equation modeling in practice
Power distance in India
Conflict style differences between individualists and collectivists
The relationship of individualism–collectivism and self-construals to communication styles in India and the United States
Anxiety, advice, and the ability to discern
Face-saving and entrapment
A status-enhancement account of overconfidence
The trouble with overconfidence
Explanation, imagination, and confidence in judgment
| Unique citing works | 2 |
|---|---|
| Citations per year | 2 |
| Citation span | 2026 - 2026 (1) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 2 |