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1 – 1 of 1Jocelyn J Bélanger, Antonio Pierro, Barbara Barbieri, Nicola A De Carlo, Alessandra Falco and Arie W Kruglanski
– This research aims to explore the notion of fit between subordinates’ need for cognitive closure and supervisors’ power tactics on organizational conflict management.
Abstract
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.
Details