The Effects of Leadership Behaviors on Subordinate Conflict Management Strategies

• Main Authors: Mei-Yu Yang, 楊美玉
• Other Authors: Shu-Cheng Chi
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/96433839569173063196

博士 === 國立臺灣大學 === 商學研究所 === 97 === This study is to examine the effects of personal values, disputant relationships, and leadership behaviors on employee’s conflict management strategies. The qualified respondents are those who have been employed and had experienced a workplace conflict. They were asked to describe a conflict episode in the beginning of the questionnaire and followed by answering a series of questions. Four hundred and sixty-one cases were collected and all hypotheses were tested with hierarchical regression. The results show that disputants value power adopt more competitive strategy and value conformity adopt more integrating strategy. Regarding to the situation factors, disputant relationships and leadership behaviors, respondents report more yielding and integrating strategies when they are dealing with both trusted and highly task interdependence disputant. Directive leadership behavior influences disputants to demonstrate more integrating strategy and supportive leadership behavior motivates disputants to resist yielding. Participative leadership behavior encourages disputants to adopt more competing and integrating strategies. Some moderation effects were found and some managerial implications were discussed.