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

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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 Conflict–Stress Relationship of Employees. Negotiation Journal, 28 (3). 253 - 277. ISSN 0748-4526

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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
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Behavioural Sciences (BS)
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Link to this item:http://purl.utwente.nl/publications/80830
Official URL:http://dx.doi.org/10.1111/j.1571-9979.2012.00340.x
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Metis ID: 287030