Superiors' Conflict Management Strategies and Subordinate Outcomes

This article summarizes the extant research investigating the relationships between managers' conflict management strategies and subordinate outcomes and reports the results of a study investigating relationships between a manager's use of collaborating, forcing, and accommodating and four...

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Bibliographic Details
Published in:Management communication quarterly 1996-11, Vol.10 (2), p.189-208
Main Authors: Weider-Hatfield, Deborah, Hatfield, John D.
Format: Article
Language:English
Subjects:
Communication Research
Communication Strategies
Conflict
Conflict Management
Conflict Resolution
Higher Education
Job Performance
Management Practices
Management Styles
Organizational Communication
Organizational Research
Rewards
Superior Subordinate Relationship
Worker Attitudes
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Summary:This article summarizes the extant research investigating the relationships between managers' conflict management strategies and subordinate outcomes and reports the results of a study investigating relationships between a manager's use of collaborating, forcing, and accommodating and four types of rewards (system, job, performance, and interpersonal) subordinates might experience at work. The results show significant positive relationships between a manager's collaborating strategies and subordinates' experiencing interpersonal and performance rewards and significant negative relationships between a manager's forcing strategies and those same outcomes. No relationship was found between a manager's accommodating strategies and subordinates' perceived rewards or between any of the strategies and system rewards.
ISSN:0893-3189
1552-6798
DOI:10.1177/0893318996010002003