Access to this document was granted through an Emerald subscription provided by emeraldsrm:463575 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Most studies of conflict handling styles in organizations analyze these styles separately. These studies assume that individuals are oriented towards the use of one of the styles of conflict management. As a result, different styles are compared one by one as if they were independent. In contrast, from a more all-embracing perspective people are seen as adopting configurations of styles. The interest in this alternative perspective lies in exploring the relations between these styles, how they combine and form patterns of conflict styles. This article presents an exploratory study that seeks to identify empirically the specific combinations of conflict handling styles that result in differentiated patterns within groups of managers. By using hierarchical and non-hierarchical cluster analyses of a sample of managers, different patterns of conflict management were identified. The effectiveness of each of the resulting patterns was analyzed in terms of its influence on the parties' joint substantive outcomes and their mutual relationship. Results show that patterns using multiple conflict handling styles were more effective than patterns based on a single style. Patterns of Styles in Conflict ManagementBlake and Mouton's (1964Mouton's ( , 1970) two-dimensional model for handling inter personal conflict has given rise to several theoretical approaches dealing with

ResumenEl estudio de los estilos de gestión del conflicto en las organizaciones, por parte de los directivos, es el objeto de análisis de este trabajo. Realizamos para ello la adaptación y validación del cuestionario ROCI-II (Rahim, 1983a), basado en una aproximación bidimensional -interés propio e interés por los demás-con cinco estilos distintos de gestión del conflicto interpersonal -integración, servilismo, dominación, evitación y tendencia al compromiso ,-, y evaluamos las estrategias de gestión del conflicto empleadas por los directivos en la actualidad. Los resultados obtenidos confirman que la estructura de los cinco estilos distintos de gestión del conflicto se reproduce en nuestro contexto cultural, hallándose algunos datos de interés en relación a las variables demográficas consideradas en el presente estudio.Palabras clave: conflicto interpersonal, estilos de dirección, organizaciones. Conflict management styles in organizations AbstractThe study intends to analyze conflict-management styles used by executives in organizations. The questionnaire ROCI-II (Rahim, 1983a) was adapted and validated for this pwpose. This instrument is based on a two-dimensional approach -concern for one's own interest and concern for the interests of others-with live different interpersonal conflict-management styles -integration, obliging, dominating, avoiding and compromising-. We assess the conflict-management strategies used by executives at the present moment. The results obtained confirm that the five-style structure appears in our cultural context, and some intetesting data are oblained with regard to demographic variables considered in the study.