Conflict Management Styles Among Public Sector Managers in Malaysia.
This study examined the competence-based approach to conflict management from the Malaysian perspective especially on the effectiveness and appropriateness of the conflict management styles as perceived by dyads of superiors-subordinates. In the process, this study set out to determine the confl...
Saved in:
| 主要作者: | |
|---|---|
| 格式: | Thesis |
| 語言: | English English |
| 出版: |
2007
|
| 主題: | |
| 在線閱讀: | http://psasir.upm.edu.my/id/eprint/6883/1/GSM_2007_2.pdf |
| 標簽: |
添加標簽
沒有標簽, 成為第一個標記此記錄!
|
| 總結: | This study examined the competence-based approach to conflict management
from the Malaysian perspective especially on the effectiveness and
appropriateness of the conflict management styles as perceived by dyads of
superiors-subordinates. In the process, this study set out to determine the
conflict management styles used by Administrative and Diplomatic Services
(ADS) officers in handling interpersonal conflicts with their subordinates. In
addition, it looked at the moderating effects of individual attribute, professional
profile and management styles on the effectiveness and appropriateness of the
conflict management styles used as reported by the superiors and subordinates.
Self-administered questionnaires were used to gather data. The sample
consisted of 383 dyads of superiors-subordinates selected randomly from the 28
Ministries/Department. The quantitative data were analysed using various
statistical and exploratory data analysis methods, descriptive tests, ANOVAs,
Chi-square test of independence, and MANOVA.The findings indicated that ADS officers used integrating, compromising and
dominating styles to handle interpersonal conflicts with their subordinates. The
least used style was the obliging style. The 9,9 management style was the most
frequently used style followed by 1,9 management style. The least used style
was the 1 ,I management style. Both the superiors and subordinates rated the
integrating style as the most effective, most relationally appropriate and most
situationally appropriate style. The obliging style was rated as the least effective
and least situationally appropriate style by both the superiors and subordinates
while the dominating style was reported as the least relationally appropriate.
The findings revealed that the subordinates were relatively satisfied with the
level of supervision. However, there were no significant findings on the
moderating effects of individual attribute, professional profile and management
styles on the effectiveness and appropriateness of the conflict management
styles used as reported by superiors and subordinates.
Further research was recommended, in particular on the competence-based
approach to conflict management involving a social setting within an Eastern
environment. |
|---|