CONFLICT MANAGEMENT STYLES

Conflict management styles of leaders



Conflict management styles of leaders

Introduction/Context of study

One of the most significant developments after World War II in business management has been the increasing number of internationalized enterprises and franchised businesses. Since the 1970s, business dealing on a global scale has rapidly booming. Understanding the role of culture in the underpinnings of the global operation of multinational enterprises (MNEs) is one of the most important issues in the field of international business research and its policy formulation. Conflict management is among the cultural components that have been the subject of cross-cultural research and that have grown rapidly over the past two decades is conflict management.

Conflict can be defined as the deep underlying differences between parties, whereas disputes are the specific differences that emerge on particular occasions. Thomas (2006) proposes a model for measuring an individual's dispositions into five different styles: The first is integrating, which involves frankness, information exchanging, and examination of differences to achieve an effective solution acceptable for both parties. The second is dominating, which is associated with win-lose orientation and forcing behavior to win one's position.

The third is obliging, which is linked to attempting to lay down the differences and to express harmony so that the concern of the other party can be satisfied. The forth is avoiding, which is connected with withdrawal, buck-passing, or sidestepping situations. The final style is compromising, which includes give-and-take, in which both parties give up some of their demands in order to make an equally acceptable decision. Expatriate managers have run aground on cultural differences in styles of handling conflict with local employees. Several studies have investigated so-called 'East-West differences' by comparing American managers to a matched group in an Asian society.

Recently, it is found that differences of conflict style exist between cultures. Problem-solving refers to the involvement of frankness, information exchanging in order to achieve an effective solution acceptable to both parties. People with this style tend to face conflict and try to find a proper way to solve problem. They will focus upon both of their own and others' needs in balance (Campbell et al. 2008). Chinese managers tend to maintain harmony and hesitate to discuss problems with their partners directly and openly. Morris et al. (2008) found that Chinese tend to use avoiding style, while Americans tend to use a forcing style.

Swierczek (2003) found that employees' training for working together had significantly influenced conflict resolution among these workers. In an individualistic culture, such as the UK, people emphasize on what they can do. By contrast, in a collectivistic culture, such as Japan, meeting social responsibilities is more important than one's own interest. In a comparative study, Taiwanese also were found to use a compromising style more than UK. The forcing style refers to a one-sided effort to dominate the process of decision-making. In collective societies, such as Japan, managers tend to order and employees prefer to follow without question. In contrast, in the UK it is better to ...