Making conflict work

Journal of …, 2008

This study developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States. Confirmatory factor analyses supported a higher order, multidimensional model of the authentic leadership construct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, relational transparency, internalized moral perspective, and balanced processing. Structural equation modeling (SEM) demonstrated the predictive validity for the ALQ measure for important work-related attitudes and behaviors, beyond what ethical and transformational leadership offered. Finally, results revealed a positive relationship between authentic leadership and supervisor-rated performance. Implications for research and practice are discussed.

Pakistan Business Review, 2016

The question as to whether conflicts are detrimental and influence other organizational variables to a significant extent depends on how they are handled.This study aims to explore how conflicts are managed in Pakistan’s corporate setup and what impact various conflict management styles have on dimensions of trust. Moderating effect of transformational leadership examined whether transformational leaders play their role in building trust. Data was collected from ten companies based in Islamabad. Results showed that integrating, obliging and compromising styles have a significant impact on affective and cognitive trust. Whereas, dominating and avoiding were found to be having insignificant relationships with both trust dimensions. Integrating and compromising were the most preferred styles adopted by average number of respondents to manage their interpersonal conflicts at work.Furthermore, transformational leadership significantly moderates the relationship between conflict managemen...

Drishtikon: A Management Journal, 2023

The purpose of this review is to identify and investigate any gaps regarding the influence of leadership theories or styles on conflict management. The study was designed using a qualitative and descriptive analytical technique. The preceding theoretical and empirical literatures are compiled through systematic review. Despite the fact that a lot of study has been done on leadership and conflict resolution, it hasn't been specific. The research question that prompted this systematic review was: Which identified leadership theories or styles are most closely related to conflict management? In order to fill the gaps in the literature, this systematic review were combine the leadership theories or styles used in conflict management. It were done this through employing content analysis to describe the various literature found and to explore the most prevalent leadership theories or styles used in conflict management. The data were derived from the databases Google Scholar, which the reviewer chose for its broad scope of both published and unpublished studies, Science direct or Scopus, which is included for its high quality, Taylor & Francis, and Emerald. In this systematic review, databases were systematically searched for eligible studies that are directly related with that of leadership and conflict management and that are published between 2010 and 2023. A total of 31 of the original 210 articles were finally included in the study as a result of this evaluation, allowing a clear outline and plan to be followed during the review process. The researcher employed three inclusion criteria in this systematic review, such as the search boundary, the publication date, the language, and the keywords. To improve the conclusions from this review, the study removed unpublished articles, working papers, and conference papers. After the search process was complete, the leadership theories or styles and conflict management

The present study examines the relationship between employees’ authentic leadership perceptions and three relevant authentic leadership consequences -- organizational trust, organizational commitment and organizational cynicism. With 371 employees in a Turkish firm, correlation analysis results show that authentic leadership perceptions of employees are positively related to organizational trust and organizational commit- ment, but are negatively related to organizational cynicism. Moreover, controlling for demographics such as the total monthly income and the total working period of employ- ees, the study’s hierarchical regression analysis results reveal that authentic leadership perceptions predict organizational trust, organizational commitment and organizational cynicism. We suggest that by taking into consideration the findings of the current study, authentic leadership behaviors may provide useful outcomes and practices such as posi- tive organizational trust and commitment, and lower levels of cynicism. Keywords: Authentic leadership, organizational trust, organizational commitment, organizational cynicism.

Leadership style of a manager may have an influence on the choice of conflict management strategy. It has been reflected in the literature but no significant effort has been put to examine this issue in Indian context. The present study explores the relationship between the six styles of leadership: pioneering, strategic, management/administration, and team, pastoral and encouraging styles and five styles of conflict management: problem solving, asserting, avoiding, compromising and accommodating. The findings support the claim of positive impact of leadership on conflict management.

The Leadership Quarterly, 2011

This paper presents the development and preliminary validation of a new measure of authentic leadership, the Authentic Leadership Inventory (ALI). It also assesses the recently developed Authentic Leadership Questionnaire (ALQ). Results indicate some concerns with the ALQ but support the content validity, reliability, factor structure, convergent and discriminant validity, concurrent validity, and freedom from impression management response bias of the ALI. Confirmatory factor analyses also do not support treating authentic or transformational leadership as universally global constructs. Instead, it is argued that future research would better be served by using separate authentic and transformational dimensions (rather than aggregate or global measures) to understand the unique aspects of both leadership constructs.

Journal of Business and Psychology

Purpose-To investigate the multidimensional nature of authentic leadership (AL) through the reevaluation of the factor structure of the most commonly used scales in AL research, the Authentic Leadership Questionnaire (ALQ) and the Authentic Leadership Inventory (ALI). Design/Methodology/Approach-Data were collected on 538 individuals working in a broad crosssection of jobs in private (57.81%) and public (42.19%) organizations. Findings-Results from Exploratory Structural Equation Modeling (ESEM) provide support for the multidimensional nature of AL but also reveal excessive content overlap across subscales and an inability to properly reflect the a priori factor structure of both instruments. Further analyses enabled the identification of key items from both instruments providing a cleaner depiction of the a priori dimensionality of AL, leading to the development of an integrated optimized measure, the Authentic Leadership Integrated Questionnaire (AL-IQ). Implications-This study proposes an alternative and optimized measure of authentic leadership that sheds light on the distinct theoretical facets of this positive leadership style. Results suggest that the AL-IQ is a useful tool to identify the strengths and weaknesses of leaders and managers' AL practices. Originality/value-To our knowledge, this is the first study to use a combination of classical Confirmatory Factor Analyses (CFA) and newly developed ESEM framework to assess the construct validity (factor structure, reliability and criterion-related validity) of the two main AL measures: The ALQ and the ALI.

Having good leader(s) is a real asset for organizations to sustain a competitive advantage and so be one step further from their competitors. Therefore, contemporary leadership studies are hot topic for academicians as well as practitioners. Emphasizing strategic importance of human resources, this study tries to analyze recent leadership studies in terms of leaders' behavior in particular authentic leaders' behavior. Authors aim to evaluate effects of authentic leaders' behavior on employees' and organizations' performance as well as relationship between leaders and followers. In this respect, authors investigate leadership studies in five high ranking organizational behavior journals and categorize these studies according to their subjects. Accordingly, the practical implications of studies that are related with authentic leadership are investigated in order to excerpt a common idea.

2010

Purpose-The purpose of this study is to test the direct and mediating effects of personality, conflict management style, and leader effectiveness. This was deemed necessary, given the number of studies testing antecedents and outcomes of conflict management-but never within a single research design. Design/methodology/approach-Structural equation modeling was used to test a model linking personality, conflict management, and leader effectiveness for 126 managers and 624 employees from various organizations. Subjects completed the Five-Factor Personality Inventory, Rahim Organizational Conflict Inventory-II, and selected items from the Multifactor Leadership Questionnaire that measure leadership effectiveness. Findings-Findings indicate that an integrating conflict management style fully mediates the relationship between neuroticism and leadership effectiveness and partially mediates the relationship between conscientiousness and leadership effectiveness. Conscientiousness was the best predictor of effectiveness among all variables studied in this research, accounting for 10 percent of the variance. Research limitations/implications-Future studies should link both antecedents and outcomes to conflict management in the same design-so as not to miss potential mediating effects. Practical implications-Although the work is preliminary, it appears that conscientious individuals tend to be most effective in organizations. Originality/value-The work represents the first study linking personality, conflict styles, and effectiveness in a single design.