Gender Role Identity and Conflict Management Styles of Managers in the Service Sector

Abstract

Resolving a conflict constructively has often been a challenge for managers and it is found that it varies across gender and personal characteristics. This paper examines conflict management styles adopted by practicing managers and their conflict management approach, in terms of gender and gender role identity. The study was done with 449 managers employed in the service sector in select cities of Kerala, India. The tools used for measurement were Conflict Resolution Inventory (CRI) and Bem Sex Role Inventory (BSRI). Statistical tools like independent sample t-tests and multivariate analysis of variance (MANOVA) were used for the analysis of data. It was revealed upon analysis that managers are shedding of the typical gender stereotypes and being more androgynous. Significant difference in conflict management style was found only in confrontation style with respect to gender but found to be significant with all conflict management styles across the various gender role identities. Unlike the feminine category, androgynous and masculine managers used more of approach modes of conflict styles. As both concepts conflict management and gender role identity under study are culturally ascribed to an extent, a study of this kind in an Indian context adds on to the existing research work and throws light on the variations.

Keywords: Conflict Management Styles, Gender Role Identity, Masculinity, Feminity, Androgyny, Managers, Service Sector

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