Assessing Conflict Management Styles of Managers in Relation to Profession Development : Subordinates Perspective
Published: 2013
Author(s) Name: Meera Shanker |
Author(s) Affiliation: JDBIMS, SNDT Womens University, Juhu Campus, Mumbai, India
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Abstract
Conflict dimensionality and complexity have
been studied in detail. It was viewed as opportunities
exist or expressed struggle between at least two
interdependent parties for interfering with the others
goal achievement who perceive incompatible goals,
and deficient resources, which may occur at the time
of change. Conflict management is the ability to work
under stress and continued to be productive. It is a
process of supportive confrontation management of
the organizational conflict, which is considered one
of the most important and responsible job of
managers. Present study investigated the most
preferred to least preferred use of five dimensions
of conflict management styles exercised by the Indian
leaders to resolve the organizational interpersonal
conflict, as perceived by the subordinates. Data for
this study was collected with questionnaire from two
hundred fifty two middle level managers representing
seven different organizations. Psychometric
properties of the measures were tested and improved
with exploratory factor analysis. Analysis of indicator
and internal consistency reliabilities were tested.
Principal Axis Factoring Technique revealed five
factors of conflict managing style of leaders. Multiple
regression analysis of professional development of
subordinates and employ of conflict management
style by the leaders discovered unequivocal influence
of professional development (seniority and success)
of subordinates over perception of used conflict
managing strategies by the leaders.
Keywords: conflict, conflict management style, professional development, perception, perspective, superior-subordinate
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