TY - JOUR
T1 - A helping hand? : the moderating role of leaders' conflict management behavior on the conflict-stress relationship of employees
AU - Römer, M.
AU - Rispens, S.
AU - Giebels, E.
AU - Euwema, M.
PY - 2012
Y1 - 2012
N2 - Interpersonal conflict between colleagues within organizations negatively affects employee well-being (e.g., stress). It is unclear how leaders' third-party conflict management behaviors influence the relationship between employee conflict and well-being. In this study, we examine the effects of leaders' perceived conflict management behaviors on the relationship between relationship, task, and process conflicts and the conflict-related stress (as a measure of well-being) that employees experience. We tested our expectations using a survey of 145 employees of an insurance company in the Netherlands. The results confirmed our expectations that the perception that leaders engaged in third-party forcing behavior and avoiding behavior amplified the effects of conflict on conflict-related stress. Furthermore, we found that leaders' third-party problem-solving behavior had a buffering effect on the association between relationship conflict and conflict-related stress. Theoretical and practical implications are discussed.
AB - Interpersonal conflict between colleagues within organizations negatively affects employee well-being (e.g., stress). It is unclear how leaders' third-party conflict management behaviors influence the relationship between employee conflict and well-being. In this study, we examine the effects of leaders' perceived conflict management behaviors on the relationship between relationship, task, and process conflicts and the conflict-related stress (as a measure of well-being) that employees experience. We tested our expectations using a survey of 145 employees of an insurance company in the Netherlands. The results confirmed our expectations that the perception that leaders engaged in third-party forcing behavior and avoiding behavior amplified the effects of conflict on conflict-related stress. Furthermore, we found that leaders' third-party problem-solving behavior had a buffering effect on the association between relationship conflict and conflict-related stress. Theoretical and practical implications are discussed.
U2 - 10.1111/j.1571-9979.2012.00340.x
DO - 10.1111/j.1571-9979.2012.00340.x
M3 - Article
SN - 0748-4526
VL - 28
SP - 253
EP - 277
JO - Negotiation journal : on the process of dispute settlement
JF - Negotiation journal : on the process of dispute settlement
IS - 3
ER -