Superiors' Conflict Management Strategies and Subordinate Outcomes
Management Communication QuarterlyPublished 1 November 1996Open access
Deborah Weider‐Hatfield, John D. Hatfield
Citations23
SJR quartileQ2
SJR score0.34
SNIP0.73
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Abstract
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.
Keywords
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