Conflict Resolution Style and Experience in Management : Moderating the Effects of Gender

Conflict is an integral part in the communication processes of virtually all organizations. This research can help people understand conflict resolution and improve communication. Researchers have found many variables with some correlation to preferred conflict resolution style. These variables include the context of the conflict, whether researchers study actual behavior or perceptions, and the effect of work roles. Research can yield different results if the focus is on initial or followup strategies. Some research suggests managers become more androgynous as they gain experience, which affects conflict resolution style. The present research addresses the effect of managerial experience on interpersonal conflict resolution styles in supervisor/peer dyads within organizations and looks at gender as a confounding variable. Previous research found that male managers prefer competitive styles and women managers prefer more communicative styles, but did not examine gender differences in styles for those beginning their careers. This study measures perceptions of differences in conflict styles between the genders for managers with limited experience. INTRODUCTION AND REVIEW OF LITERATURE Gender has been the focus in many aspects of communication. Scholars have disagreed about what differences exist and to what degree they exist between male and female managers concerning preferred conflict resolution style. Some scholars do not believe that gender significantly impacts communication strategies at all (Conrad, 1991; Korabik, Baril, & Watson, 1993). Korabik et al (1993) found that women managers do not differ from male managers in preferred conflict resolution style, but they do differ from their nonmanagerial counterparts (Korabik, Baril, & Watson, 1993). However, other researchers have found that gender does not have as much impact as other variables. Researchers have found that multiple variables have some correlation to preferred conflict resolution style (strategy). One variable of great importance is the interaction of heterogeneous (opposite sex) and homogenous (same sex) dyads in supervisor/ subordinate conflicts (Korabik, Baril, & Watson, 1993; Monroe, Di Salvo, Lewis, & Borzi, 1991; Berryman-Fink & Brunner, 1987). Monroe and associates (1991) studied the effects of gender on conflict resolution style of supervisors in relation to difficult subordinates. They found that supervisors perceived that the sex of the difficult subordinate and not the supervisor had the greatest effect on style. The data indicated that male subordinates used relational leverage (confrontation) more often with a female supervisor and female subordinates used avoidance more often with male supervisors. However, the researchers also noted that in same sex supervisor/ subordinate dyads, these differences dramatically lessened. Berryman-Fink & Brunner (1987) note that both male and female subordinates were more likely to pursue their interests in a conflict with a female supervisor and less likely to use a confrontation with a male supervisor. This research explains that managers of both genders do not possess innate conflict resolution styles but that the interaction with male or female subordinates affects the preferred style. Another variable of importance is the context, which may call for different conflict styles regardless of a supervisor’s gender. Korabik and associates note, “Because conflict management styles are likely to be situationally specific, additional research is needed to examine whether our results will generalize to a wider range of conflict situations” (Korabik, Baril, & Watson, 1993, p.416). Fink and Brunner (1987) suggest that contextual factors in relation to personality traits and relationships should be studied. Other researchers note the need for additional research on conflict in different situations (Conrad, 1991; Monroe, Di Salvo, Lewis, & Borzi, 1991; La Mude & Torres, 2000; Berryman-Fink & Brunner, 1987). Researchers have indicated female supervisors tend to use interpersonal, compromising, collaborative, accommodating, integrating, cooperative, avoiding, pro-social and communicative methods. In contrast, there is evidence male managers tend to use more aggressive, competitive, confronting, assertive, pro-task, and coercive strategies more often and faster then female managers (Gibbs & Lach(a), 1994; Gibbs & Lach (b), 1994; Lay, 1994; Sorenson & Hawkins, 1995; Korabik, Baril, & Watson, 1993; Conrad, 1991; Monroe, Di Salvo, Lewis, & Borzi, 1991; Fink & Brunner, 1987). The Berryman-Fink & Brunner studies (1987) looked at competing and compromising styles in supervisors of both genders. The study was based on self-reporting techniques and concluded that there was a small difference between the genders. Males thought that they competed in more conflicts then females and females thought that they compromised more often in conflicts then males. Similarly, the Sorenson and Hawkins study (1995) found that males were more competitive then females and females were more cooperative and communicative then males in conflict resolution style. Conrad (1991) notes that pro-social communication is often adapted more readily and more often by female supervisors as they possess more integrative, compromising, and low avoidance styles. Conrad’s findings were disputed by Duane (1989) who found that female supervisors were less likely to avoid conflict situations and tended to be more competitive while male supervisors were more likely to accommodate subordinate’s requests then female supervisors. However, this study was based on a small sample (70 union/ management officials), which had more males (63) then females (7). In addition, the study does not take into consideration other confounding variables such as managerial experience and different contexts. Conrad (1991) divided the conflict process into five steps rather then focusing on the conflict as a whole. He found no difference in the initial strategies taken by supervisors. The difference was in followup strategies. Females used more communicative strategies such as requesting, persuasion, and threat aversion before relying on coercive strategies. In fact, males were four times more likely to follow up with coercive strategies then females. Sorenson and Hawkins (1995) noted that in the Todd-Mancillas and Rossi study (1985) male managers preferred power and authority and females used communication before resorting to using power (coercion). The Todd-Mancillas and Rossi study (1985) points out female supervisors tend to use coercion less than male supervisors and often after other resolution styles do not yield desired results. However, the research indicates female supervisors will ultimate70 SUTSCHEK