Assessing Conflict Management Styles of Managers in Relation to Profession Development : Subordinates Perspective

Abstract

Conflict dimensionality and complexity have been studied in detail. It was viewed as opportunities exist or expressed struggle between at least two interdependent parties for interfering with the others goal achievement who perceive incompatible goals, and deficient resources, which may occur at the time of change. Conflict management is the ability to work under stress and continued to be productive. It is a process of supportive confrontation management of the organizational conflict, which is considered one of the most important and responsible job of managers. Present study investigated the most preferred to least preferred use of five dimensions of conflict management styles exercised by the Indian leaders to resolve the organizational interpersonal conflict, as perceived by the subordinates. Data for this study was collected with questionnaire from two hundred fifty two middle level managers representing seven different organizations. Psychometric properties of the measures were tested and improved with exploratory factor analysis. Analysis of indicator and internal consistency reliabilities were tested. Principal Axis Factoring Technique revealed five factors of conflict managing style of leaders. Multiple regression analysis of professional development of subordinates and employ of conflict management style by the leaders discovered unequivocal influence of professional development (seniority and success) of subordinates over perception of used conflict managing strategies by the leaders.

Keywords: conflict, conflict management style, professional development, perception, perspective, superior-subordinate

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