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Conflict Management Styles: Relationship with Leadership Styles and Moderating Effect of Esteem for Coworker

Omer Bin Sayeed
Indian Journal of Industrial Relations
Vol. 26, No. 1 (Jul., 1990), pp. 28-52
Stable URL: http://www.jstor.org/stable/27767128
Page Count: 25
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Conflict Management Styles: Relationship with Leadership Styles and Moderating Effect of Esteem for Coworker
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Abstract

The paper attempts to examine conflict handling strategies, leadership behaviour and leadership styles (relationship and task-motivated styles) in a common framework. It was found that conflict management strategies represented two main conflict management styles, viz., Reciprocal Problem Solving Style and Authoritative System Supported Style, which tended to relate selectively with five leadership dimensions. Reciprocal Conflict Management Style significantly related with Participative, Nurturant and Task-Oriented leadership behaviour, while Authoritative Conflict Management Style had significant relationships with Authoritarian and Bureaucratic leadership behaviour. The low esteem for coworker (task-motivated leadership style) had a strong relationship with the application of force as a conflict management strategy, besides revealing some moderating influences of esteem for coworker between leadership behaviour and conflict management strategies.

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