The Effect of Political Skill on Relationship Quality in Construction Projects: The Mediating Effect of Cooperative Conflict Management Styles

2021 ◽  
pp. 875697282110375
Author(s):  
Dedong Wang ◽  
Yang Liu
Keyword(s):  
Conflict Management ◽  
Relationship Quality ◽  
Construction Projects ◽  
Political Skill ◽  
Mediating Effect ◽  
Future Research ◽  
Negative Consequences ◽  
Management Styles ◽  
Conflict Management Styles ◽  
The Relationship

Negative consequences can arise if interpersonal conflicts in construction projects are not handled properly. This study aims to investigate the relationship among political skill, cooperative conflict management styles, and relationship quality. Multiple regressions were used to test the hypothesis based on 206 items of data collected from construction project practitioners in China. Results demonstrate the mechanism of action among political skill, conflict management styles, and relationship quality and verify the mediating effect of cooperative conflict management styles, providing enlightenment for future research on conflict management.

Emotional intelligence, conflict management styles, and innovation performance

2015 ◽  
Vol 26 (4) ◽  
pp. 450-478 ◽  
Author(s):  
Su Juan Zhang ◽  
Yong Qiang Chen ◽  
Hui Sun
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Construction Industry ◽  
Management Strategies ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship

Purpose – This paper aims to investigate the relationship among emotional intelligence (EI), conflict management styles (CMSs) and innovation performance, and test the mediating effects of various types of CMSs. Innovation is playing a more and more critical role in the survival and development of companies. EI is assumed to be an antecedent of employees’ innovation performance. Conflict is an inevitable phenomenon in organizations, and different CMSs have different impacts on individual performance. Design/methodology/approach – Research data were obtained from 159 employees in the construction industry in China. SPSS 19.0 was used to test and verify the hypotheses concerning the relationship among EI, CMSs and innovation performance. The authors also conducted a 500-times bootstrapping to verify the mediating roles of different CMSs. Findings – Results indicate that EI is positively and significantly associated with integrating, compromising and dominating styles, as well as innovation performance in the construction industry. In addition, the integrating style has a significantly positive relationship with innovation performance. This research also confirms the mediating effect of integrating style on the relationship between EI and innovation performance. Practical implications – The authors recommend that managers, especially in the construction industry, who are willing to maintain high levels of innovation performance of employees can provide EI training programs. In addition, to improve innovation performance, companies should provide employees with appropriate training emphasizing the importance of conflict management strategies, especially the integrating style. Originality/value – Limited research has focused on the antecedents of conflict management strategies or the relationship between EI and innovation performance. A framework integrating EI, CMSs and innovation performance is put forward and empirical evidence of the relationship between EI and employees’ innovation performance is provided. This research helps to have a better understanding of the relationship between EI and innovation performance by introducing the integrating style as a mediating variable.

scholarly journals The Mediating effect of Conflict Management styles of School Heads on the relationship between Ethical Climate and Organizational Commitment among Public Elementary Schools in region XI

2016 ◽  
Vol 7 (1) ◽  
pp. 751-761
Author(s):  
ElizabethA Bernaldez ◽  
Gloria P Gempes
Keyword(s):  
Organizational Commitment ◽  
Conflict Management ◽  
Ethical Climate ◽  
Mediating Effect ◽  
Correlation Technique ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Mediating Role ◽  
School Heads ◽  
The Relationship

This study aimed to investigate the mediating effect of conflict management styles of school heads on the relationship between ethical climate and organizational commitment of teachers among 520 teachers in Davao Region, Philippines. This study employed non-experimental design utilizing descriptive correlation technique. The statistical tools used were mean, pearson-r and regression technique. Research instruments on conflict management styles, ethical climate and organizational commitment which were pilot tested and content validated were used as sources of data. Using pearson-r, the results revealed significant relationships between ethical climate, organizational commitment of teachers, and conflict management styles of school heads. Utilizing medgraph Sobel z-test, the results of the study revealed partial mediating effect of conflict management styles of school heads on the relationship between ethical climate and organizational commitment of teachers. This implies that the mediating role played by conflict management styles of school heads partially assisted in clarifying the process that was responsible for the relationship between ethical climate and organizational commitment of teachers.

Unpacking the relationships between conflicts and team innovation

2014 ◽  
Vol 52 (8) ◽  
pp. 1533-1548 ◽  
Author(s):  
Yuanqiong He ◽  
Xiu-Hao Ding ◽  
Kunpeng Yang
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Cognitive Conflict ◽  
Equation Model ◽  
Future Research ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Team Innovation ◽  
The Relationship

Purpose – Teamwork is important for innovation, but it often incurs conflicts. Previous literature has reported inconsistent relationships between conflicts and team performance. The purpose of this paper is to clarify this relationship and explore how to improve team innovation using conflict management styles. Design/methodology/approach – This study collects data in China and the survey covering 436 participants from 126 project teams. Then, structure equation model by AMOS and moderated regression analyses are used for hypotheses testing. Findings – This study finds that cognitive conflict and affective conflict have positive and negative effects on team innovation separately, and cognitive conflict positively affects affective conflict, with the total effect of cognitive conflict on team innovation being negative. Moreover, this study suggests that cooperative conflict management styles and dominating style (one of competitive conflict management styles) moderate the relationship between cognitive conflict and affective conflict negatively and positively. Research limitations/implications – First, this study did not consider features of organizations as control variables. Future research can advance in this direction. Second, the data were collected from a single marketing innovation program. Further research might use more diversified teams to test the hypotheses. Practical implications – Firms should realize that cognitive conflict promotes team innovation directly, but it also harms team innovation through affective conflict. Then, cooperative conflict management styles are effective in weakening the relationship between cognitive conflict and affective conflict. Originality/value – This study fulfills an identified need to clarify the relationship between conflict and team performance, as well as how conflict management styles moderating the relationship between cognitive conflict and affective conflict.

Personality traits and conflict management styles in predicting job performance and conflict

2017 ◽  
Vol 28 (5) ◽  
pp. 671-694 ◽  
Author(s):  
Nailah Ayub ◽  
Suzan M. AlQurashi ◽  
Wafa A. Al-Yafi ◽  
Karen Jehn
Keyword(s):  
Conflict Management ◽  
Personality Traits ◽  
Future Research ◽  
Management Styles ◽  
Cross Sectional ◽  
Conflict Management Styles ◽  
Content Type ◽  
Personality Differences ◽  
And Performance ◽  
The Relationship

Purpose Personality differences may be a major reason of conflict, as well as the perception of conflict and preference for handling that conflict. This study aims to explore the role of personality traits in determining conflict and performance. The authors also studied the moderated mediated relationship between personality and performance through conflict and conflict management styles. Design/methodology/approach A field survey was conducted with a sample of 153 employees to test the hypotheses. Findings As hypothesized, agreeable persons perceive less conflict and extraverts are more likely to use integrating, obliging, compromising and avoiding styles. Emotionally stable people opt for integrating style whereas neurotics opt for dominating style. Conscientiousness, openness and emotional stability have a direct effect on performance, but the interactions between conflict and conflict management styles determine the relationship between personality traits and performance. Research limitations/implications The cross-sectional nature of data and somewhat reliable coefficients for personality measures reduce confidence in the results. Future research should use different or multiple measures of personality. Personality traits may be explored in view of the degree of each personality trait or interactions between personality traits. Practical implications People are sensitive about engaging in conflict and handling conflict differently because of their personality characteristics. The personality traits should, therefore, be understood and considered for conflict experience, conflict management and performance. Originality/value The paper adds to management research by investigating the relationship between personality traits, conflicts, conflict management styles and performance.

The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin
Keyword(s):  
Affective Commitment ◽  
Management Style ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Management Styles ◽  
Member Exchange ◽  
The Relationship ◽  
Theory Y ◽  
Theory X

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

scholarly journals Using Conflict Management in Improving Owners and Contractors Relationship Quality in the Construction Industry: The Mediation Role of Trust

SAGE Open ◽  
2020 ◽  
Vol 10 (1) ◽  
pp. 215824401989883 ◽  
Author(s):  
Kolawole Iyiola ◽  
Husam Rjoub
Keyword(s):  
Conflict Management ◽  
Relationship Quality ◽  
Construction Industry ◽  
Structural Equation ◽  
Quality Data ◽  
Equation Modeling ◽  
Future Research ◽  
Future Research Directions ◽  
The Relationship

This study investigates conflict management climate as perceived by the owners and contractors significantly affect trust and relationship quality in the Nigerian construction industry. This empirical study also assesses trust as a mediator between conflict management climate and relationship quality. Data gathered from 426 owners and contractors employees in the Nigerian construction industry were used to verify the abovementioned relationships via structural equation modeling. The results show that conflict management climate significantly predicted trust and relationship quality. Trust significantly predicted relationship quality and partially mediates the relationship between conflict management climate and relationship quality. This study contributes to theory within this research by showing trust and relationship quality is significantly affected when owners and contractors are aware of the conflict management climate. The study offers important practical implications for managing conflict management between owners and contractors in the construction industry. Insights into future research directions are also documented.

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