A Helping Hand? The Moderating Role of Leaders' Conflict Management Behavior on the Conflictâ€“Stress Relationship of Employees

Romer, M. and Rispens, Sonja and Giebels, E. and Euwema, M.C. (2012) A Helping Hand? The Moderating Role of Leaders' Conflict Management Behavior on the Conflictâ€“Stress Relationship of Employees. Negotiation Journal, 28 (3). 253 - 277. ISSN 0748-4526

PDF
Restricted to UT campus only: Request a copy
333Kb

Abstract:	Interpersonal conflict between colleagues within organizations negatively affects employee well-being (e.g., stress). It is unclear how leaders' third-party conflict management behaviors influence the relationship between employee conflict and well-being. In this study, we examine the effects of leaders' perceived conflict management behaviors on the relationship between relationship, task, and process conflicts and the conflict-related stress (as a measure of well-being) that employees experience. We tested our expectations using a survey of 145 employees of an insurance company in the Netherlands. The results confirmed our expectations that the perception that leaders engaged in third-party forcing behavior and avoiding behavior amplified the effects of conflict on conflict-related stress. Furthermore, we found that leaders' third-party problem-solving behavior had a buffering effect on the association between relationship conflict and conflict-related stress. Theoretical and practical implications are discussed
Item Type:	Article
Copyright:	© Wiley
Faculty:	Behavioural Sciences (BS)
Research Group:	Psychology of Conflict, Risk & Safety (PCRS)
Link to this item:	http://purl.utwente.nl/publications/80830
Official URL:	http://dx.doi.org/10.1111/j.1571-9979.2012.00340.x
Export this item as:	BibTeX EndNote HTML Citation Reference Manager

Show download statistics for this publication

Repository Staff Only: item control page

Metis ID: 287030