Maria Ioana Telecan, Petru Lucian Curseu, Claudia Lenuta Rus and Lucia Ratiu
This study aims to explore the intrapersonal underpinnings of conflict transformation and expression during military deployment exercises.
Abstract
Purpose
This study aims to explore the intrapersonal underpinnings of conflict transformation and expression during military deployment exercises.
Design/methodology/approach
The authors collected data just before the onset and right after the ending of a military deployment training attended by several military units that were engaged in various operational exercises. The authors evaluated positive psychological capital (PsyCap) as well as expectations of task and relationship conflict before the deployment (N = 116 participants) and the experience of task and relationship conflict as well as deployment self-efficacy evaluated just after the deployment (N = 84).
Findings
PsyCap buffers conflict transformation and expression during military deployment. Relationship conflict reduces deployment self-efficacy evaluated after the deployment.
Research limitations/implications
The findings have implications for the development of personal strengths such as PsyCap and deployment self-efficacy, as well as for conflict management in military settings.
Originality/value
This study contributes to the literature on micro foundations of conflict emergence and explores the intrapersonal factors that impact conflict expression and transformation during military exercises.
Details
Keywords
Maria Ioana Telecan, Petru Lucian Curseu and Claudia Lenuta Rus
We grounded this study in the Too-Much-of-a-Good-Thing (TMGT) meta-theoretical framework to disentangle the costs and benefits associated with workplace friendship in a military…
Abstract
Purpose
We grounded this study in the Too-Much-of-a-Good-Thing (TMGT) meta-theoretical framework to disentangle the costs and benefits associated with workplace friendship in a military setting.
Design/methodology/approach
We collected data cross-sectionally through self-reports from 287 employees from the Romanian Air Force.
Findings
The number of friends had an inverted U-shaped association with perceived social support. Our results show that as the number of friends increases from 9 to 10, so does the social support. However, as the number of friends further increases above 10, social support tends to decrease rather than increase. Furthermore, we found that social support and all dimensions of mental well-being (emotional, social and psychological well-being) were positively associated. Moreover, social support mediated the relationship between the number of friends and the three dimensions of mental well-being.
Research limitations/implications
Our findings can help human resources policies in military organizations foster an organizational climate that cultivates friendship ties between employees, which is crucial for their social support and overall mental well-being.
Originality/value
This work provides additional information about the specific mechanisms through which the effects of workplace friendships on mental well-being occur.
Details
Keywords
Maria Ioana Telecan, Claudia Lenuța Rus and Petru Lucian Curșeu
Using a within-subject vignette experiment, this study aims to disentangle the differential effect of task and relationship conflict on team effectiveness and interpersonal…
Abstract
Purpose
Using a within-subject vignette experiment, this study aims to disentangle the differential effect of task and relationship conflict on team effectiveness and interpersonal outcomes. In addition, the authors aimed to test the moderating role of the conflict inducing person’s gender on task and relationship conflict outcomes.
Design/methodology/approach
Data were collected using four vignettes administered to 151 participants from an Air Force military organization.
Findings
Relationship conflict was more damaging than task conflict for team effectiveness, the harmonious interpersonal relations and the expected positive affective team climate. Task conflict triggers more positive emotions than relationship conflict and, in consequence, team effectiveness is higher in scenarios with the task rather than relationship conflict. The groups in which conflict is induced by a woman are not expected to perform better than groups in which the conflict is induced by a man. The similarity between participant’s gender and the gender of the person that generated the conflict accentuates rather than attenuates the effectiveness decline associated with relationship conflict. Task conflict triggers cooperative, while relationship conflict triggers assertive conflict management strategies.
Research limitations/implications
This study provided only a snapshot on how task and relationship conflict are perceived to relate to the various team and individual-level outcomes, particularly in military settings.
Originality/value
The findings evidence the differential effect of task and relationship conflict not only on team effectiveness but also on attitudinal and emotional team and individual-level outcomes.