Conceptualizing Managerial Influence in Organizational Conflict—A Qualitative Examination

Abstract

The purpose of this article is to broaden the understanding of managerial conflict influence by suggesting a social complexity perspective on organizational conflict. From this perspective, influence is essentially a meaning‐based phenomenon that represents an interpretive view of organizational communication. Although some research exists that holds similar notions of managerial conflict influence, most research embodies a transmission view of communication and influence. Based on a qualitative analysis of 30 semi‐structured interviews, managerial conflict influence can be conceptualized according to two theoretical dimensions, directness and communicative influence, including five subdimensions: direct, indirect, distant, constraining, and enabling. A tentative typology of managerial conflict influence using the identified dimensions is proposed. Finally, theoretical and practical notions as well as limitations of the study are discussed.

How Superior–Subordinate Relationship Quality and Conflict Management Styles Influence an Employee's Use of Upward Dissent Tactics

“…By virtue of their position, leaders influence the outcome of the dyadic relationship between superiors and subordinates. Supervisors’ responses to dissent may either enable or constrain future communication, and therefore, they “should pay special attention to the conflict parties’ opportunity to voice their perspectives” (Siira, , p. 201). Organizations would likely benefit from training supervisors in specific communication strategies for inviting and responding to dissent.…”

Peacemaking at the Workplace: A Systematic Review

“…They can mediate by focusing on constructive communication, negotiation, and problem‐solving skills (Butts, ; Colvin, ), but sometimes also impose a settlement thanks to their authority. Research on the role of leaders in conflicts and their management has been increasing in recent years (Arnold, ; Chi et al., ; Kozan, Ergin, & Varoglu, , ; Morgeson & DeRue, ; Poitras et al., ; Römer, ; Römer et al., ; Siira, ; Way, Jimmieson, & Bordia, , ). For example, leader's third party conflict behavior was found to be significantly related to employees’ stress experiences and job satisfaction (Römer et al., ).…”

“…In practice, we see that direct supervisors, managers, and human resources managers intervene regularly in workplace conflicts (Benharda, Brett, & Lempereur, 2013;D'Cruz & Noronha, 2010;Nugent & Broedling, 2002;Siira, 2012). Sometimes professional mediators are hired to mediate interpersonal conflicts or cases like bullying (Doherty & Guyler, 2008;Fox & Stallworth, 2009), discrimination (Green, 2005;McDermott & Ervin, 2005), and business-to-business conflicts (Rome, 2002), bringing short-term as well as long-term benefits to both individuals and organizations (Bollen & Euwema, 2013).…”

An Increasing Usefulness for Managerial Communication Research on the Main Topics of Management

“…In fact, middle managers are often in a position to engage in such enabling behaviors because of the managers' access to resources and their direct involvement in the boundary conditions for the system's production level (Goldstein, 2007). To build trust and a strong culture, managers should pay special attention to the conflict parties' opportunity to voice their perspectives instead of aiming at a quick resolution of the issue, no matter how clear the case may seem (Siira, 2012).…”