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

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 confli...

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Bibliographic Details
Published in:Human relations (New York) 1989-08, Vol.42 (8), p.741-756
Main Authors: Daves, Walter F., Holland, C. L.
Format: Article
Language:English
Subjects:
Autobiographical Materials
Conflict
Conflict Resolution
Factors
Interpersonal communication
Interpersonal relationships. Groups. Leadership
Management styles
Managers
Organizational behavior
Professional relationships
Psychological aspects
Social psychology
Social research
Sociology
Statistical analysis
Strategy
Studies
Superior Subordinate Relationship
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Summary: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.
ISSN:0018-7267
1741-282X
DOI:10.1177/001872678904200805