TY - JOUR
T1 - Handling conflict at work
T2 - The role of fit between subordinates’ need for closure and supervisors’ power tactics
AU - Bélanger, Jocelyn J.
AU - Pierro, Antonio
AU - Barbieri, Barbara
AU - De Carlo, Nicola A.
AU - Falco, Alessandra
AU - Kruglanski, Arie W.
PY - 2015/2/9
Y1 - 2015/2/9
N2 - Purpose – This research aims to explore the notion of fit between subordinates’ need for cognitive closure and supervisors’ power tactics on organizational conflict management. Design/methodology/approach – Two-hundred and ninety employees drawn from six different Italian organizations were recruited for the purpose of this study. Findings – Results indicated that high-need-for-closure subordinates utilized more constructive (solution-oriented) conflict management strategies when their supervisors relied on harsh power tactics, whereas low-need-for-closure subordinates were more inclined to use solution-oriented conflict management strategies when their supervisors relied on soft power tactics. Additionally, results indicated that, overall, supervisors’ use of harsh power tactics increased subordinates reliance on maladapted (control-oriented) conflict management strategies, but even more so for subordinates with low need for cognitive closure. Originality/value – This study highlights the importance of supervisor–subordinate fit to understand conflict management in organizational setting.
AB - Purpose – This research aims to explore the notion of fit between subordinates’ need for cognitive closure and supervisors’ power tactics on organizational conflict management. Design/methodology/approach – Two-hundred and ninety employees drawn from six different Italian organizations were recruited for the purpose of this study. Findings – Results indicated that high-need-for-closure subordinates utilized more constructive (solution-oriented) conflict management strategies when their supervisors relied on harsh power tactics, whereas low-need-for-closure subordinates were more inclined to use solution-oriented conflict management strategies when their supervisors relied on soft power tactics. Additionally, results indicated that, overall, supervisors’ use of harsh power tactics increased subordinates reliance on maladapted (control-oriented) conflict management strategies, but even more so for subordinates with low need for cognitive closure. Originality/value – This study highlights the importance of supervisor–subordinate fit to understand conflict management in organizational setting.
KW - Conflict management
KW - Need for cognitive closure
KW - Power
UR - http://www.scopus.com/inward/record.url?scp=84929142298&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84929142298&partnerID=8YFLogxK
U2 - 10.1108/IJCMA-09-2013-0083
DO - 10.1108/IJCMA-09-2013-0083
M3 - Article
AN - SCOPUS:84929142298
VL - 26
SP - 25
EP - 43
JO - International Journal of Conflict Management
JF - International Journal of Conflict Management
SN - 1044-4068
IS - 1
ER -