Teachers' conflict management styles: The role of attachment styles and classroom management efficacy

Constructive conflict management strategies are important in maintaining a positive classroom environment yet little is known about interpersonal or school variables associated with teachers' use of such strategies with students. Teachers high in self-reported classroom management efficacy (CMEFF) and security of attachment (low on avoidance, anxiety) were predicted to endorse use of positive classroom management strategies (e.g., integrating, compromising) more than insecure teachers and those low in CMEFF. Teachers (N = 283) from eleven schools (seven elementary), largely female and white, responded to a questionnaire in their boxes (29.4% response rate). School and teacher demographic variables were included in a multivariate regression after preliminary analysis suggested that ignoring the multilevel structure of the data made little difference in results; school variances were small compared with teacher variances. CMEFF and years teaching had positive, significant effects on use of integrating and compromising strategies, while avoidance had negative effects on both and anxiety on integrating strategies. Implications for teacher development are discussed.     

The relationships between Japanese interpersonal conflict styles and their language expressions

The present study investigated the influence of interpersonal conflict management styles on language expressions and the differences in expressions in same-sex relational categories based on specific in-group-out-group classifications. Questionnaires were administered to 367 university students in Japan. After reading a scenario, participants reported on actual language use and gave ratings on an interpersonal conflict management scale. The results revealed that Japanese change their expressions, along with psychological styles, depending on the relational target. They also indicated psychological constructs were related to their equivalent expressions. The results suggested that future research should take into consideration the potential differences in behavior and interaction posture inherent in various relational and situational categories.     

Gender role orientation,ethical and interpersonal conflicts,and conflict handling styles of female managers

This study examines the influences of socialization and structural variables on relations among gender role orientations, interpersonal and ethical conflicts, and conflict handling styles. The data were collected from 134 female federal and provincial government supervisors and managers (Mage 40.1). Results of multivariate analyses of variance indicated that managers with high-instrumental traits are likely to indicate that they would use a dominating conflict handling style, and androgynous managers (high-expressive and high-instrumental traits) are more likely to indicate that they would use an integrating style. Managers did not report that they would use different conflict handling styles for ethical and interpersonal conflicts. Moreover, nonsignificant interaction effects indicated that the nature of the conflict did not moderate the gender role orientation and conflict handling style relationship.

     

Effects of taking conflict personally on conflict management styles across cultures

The concept of taking conflict personally is largely underexplored by dominant conflict literature. The purpose of this study was to test the cross-cultural predictions of the associations between self-construal, the tendency to personalize conflict, and subsequent outcome variables such as negative feelings of being criticized and motivation to improve. The participants were 457 undergraduates, of which 185 were studying in Japan, and 272 were studying in the United States. The results indicated the significant negative relation between independent self-construal and taking conflict personally. On the contrary, interdependent self and taking conflict personally showed positive relation. In turn, taking conflict personally indicated positive relation with participants’ conflict management style, such as motivation to improve one’s own behaviors. Discussion of these results and their implications is provided.     

Attachment styles,conflict styles and humour styles: interrelationships and associations with relationship satisfaction

Relationships among attachment styles, conflict styles and humour styles were examined in the context of romantic relationships. Each style was assumed to be based upon underlying assumptions about self and others, so relationships among the measures were predicted. A model assuming that the relationship of attachment styles to relationship satisfaction was partially mediated by the conflict styles and humour styles was tested. Overall, the predicted relationships among the three measures were supported. Conflict styles and humour styles reflecting attitudes about others were related to the avoidance attachment style, while those reflecting attitudes about the self were related to the anxiety attachment dimension. Conflict styles and humour styles were mediators of the association of attachment style with relationship satisfaction. Copyright © 2007 John Wiley & Sons, Ltd.     

Relations and effects of transformational leadership: a comparative analysis with traditional leadership styles

This study has two main goals: (a) to compare the relationship between transformational leadership and other important leadership styles (i.e., democratic versus autocratic or relations- and task-oriented leadership) and (b) to compare the effects of transformational leadership and the other styles on some important organizational outcomes such as employees' satisfaction and performance. For this purpose, a sample of 147 participants, working in 35 various work-teams, was used. Results show high correlations between transformational leadership, relations-oriented, democratic, and task-oriented leadership. On the other hand, according to the literature, transformational leadership, especially high levels, significantly increases the percentage of variance accounted for by other leadership styles in relevant organizational outcome variables (subordinates' performance, satisfaction and extra effort).     

The effectiveness of Japanese styles of management: A review and critique

A detailed review is presented of studies bearing on the performance and effectiveness of Japanese managers, with particular attention to comparative data. Japanese managers within Japan are found to show continuing marked differences from those within other countries. These differences are not easily conceptualized within established Western models of management style and systems of decision making, and are thus frequently misunderstood. Japanese firms in the West are found to utilize only some of the practices used in Japan. Researchers in this field have often failed to distinguish between the occurrence of a particular behaviour and the manner in which it is interpreted within and between particular cultures. The similarities and differences between effective management in Japan and in the West will only become clear when studies are undertaken which make such distinctions.     

Transformational,transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men

A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.     

Studies of transformational leadership in consumer service: leadership trust and the mediating-moderating role of cooperative conflict management

This is the third in a series of studies evaluating how transformational leadership is associated with related variables such as job satisfaction, change commitment, leadership trust, cooperative conflict management, and market orientation. The present paper evaluates the effects of transformational leadership and cooperative conflict management along with their mediating and moderating of leadership trust in the life insurance industry for two sample groups, sales managers and sales employees. The main effect of leadership trust was mediated and moderated by cooperative conflict management. Cooperative conflict management made a more important contribution than transformational leadership or the moderating effect (interaction), but these three together were the most important variables predicting highest leadership trust. Transformational leadership has an indirect influence on leadership trust. This work summarizes the specific contribution and importance of building successful leadership trust associations with employees in relation to leadership and satisfaction with change commitment.     

A contingency model of conflict and team effectiveness

The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict-team performance relationship. Specifically, the relationship is curvilinear in the shape of an inverted U when relationship conflict is low, but the relationship is linear and negative when relationship conflict is high. The results for team-member satisfaction are more equivocal, but the findings provide some evidence that relationship conflict exacerbates the negative relationship between task conflict and team-member satisfaction.     

Personality and leader effectiveness: a moderated mediation model of leadership self-efficacy, job demands, and job autonomy

The trait theory of leadership is advanced by a joint investigation of the mediating role of (a) leadership self-efficacy (LSE = leader's perceived capabilities to perform leader roles) in linking neuroticism, extraversion, and conscientiousness with leader effectiveness and (b) the moderating role of job demands and job autonomy in influencing the mediation. Using K. J. Preacher, D. D. Rucker, and A. F. Hayes' (2007) moderated mediation framework, the authors tested the model (over a 2-year period) with matched data from 394 military leaders and their supervisors. Results showed that LSE mediated the relationships for neuroticism, extraversion, and conscientiousness with leader effectiveness. Moderated mediation analyses further revealed that LSE mediated the relationships for (a) all 3 personality variables for only those leaders with low job demands; (b) neuroticism and conscientiousness for only those leaders with high job autonomy; and (c) extraversion, regardless of a leader's level of job autonomy. Results underscore the importance of accounting for leaders' situational contexts when examining the relationships between personality, LSE, and effectiveness.     

Agreeableness as a moderator of interpersonal conflict

This multimethod research linked the Big Five personality dimensions to interpersonal conflicts. Agreeableness was the focus because this dimension is associated with motives to maintain positive interpersonal relations. Converging responses to both hypothetical conflicts and to diary records of actual daily interpersonal conflicts across a two-week period were assessed. Agreeableness was expected to moderate affective responses and tactical choices during conflicts. Patterns of daily conflict were related to self-reported reactions to hypothetical conflicts and to teacher-rated adjustment in adolescents. As predicted, Agreeableness was related to responsiveness to conflict. Agreeableness differences and use of destructive tactics in conflict were significantly related to evaluations of the individual's adjustment by knowledgeable raters. Among the Big Five dimensions, Agreeableness was most closely associated with processes and outcomes during interpersonal conflict.     

Policy conflict, policy consistency, and interpersonal understanding

Abstract.— A number of studies have shown that inconsistency in the subjects' policies is a major reason for disagreement in policy conflict. It has been hypothesized that the lack of consistency makes it hard for subjects to understand each other's policies. The present results provided evidence for this hypothesis by showing that subjects asked each other more questions about policy when their policies were less consistent in an experiment where policy consistency was manipulated by varying the predictability of the conflict task.     

When the going gets tough: Schools in challenging circumstances and the effectiveness of principals' leadership styles

The principal's leadership style is one of the most common ways of conceptualizing school leadership behaviours. We lack understanding, however, of how the effectiveness of school leadership styles varies across degrees of challenging circumstances. Data obtained from a quantitative survey of primary school teachers in Israel (N = 570) and from the Ministry of Education database were used to account for principals' leadership styles and their effectiveness in schools facing more challenging circumstances (N = 15) and in those facing less challenging circumstances (N = 46). Differences were found in the relations between principals' transactional behaviours on one hand and the teaching dimension of school culture and principals' perceived effectiveness on the other, as a function of challenging school circumstances. The study also found a difference in the relations of principals' transformational behaviours and the safety dimension of school culture, by level of challenging school circumstances. The data also revealed that in schools facing less challenging circumstances, principals' passive behaviours were related to students' achievements and principals' perceived effectiveness, but not in schools facing more challenging circumstances. The findings and their implications are discussed.