Influence of conflict management styles on the turnover intentions with the Mediating Role of

organizational trust

Introduction:

conflict management?

Conflict management is the process by which disputes are resolved, where negative results are
minimized and positive results are prioritized. This key management skill involves using different tactics
depending on the situation, negotiation, and creative thinking. With properly managed conflict, an
organization is able to minimize interpersonal issues, enhance client satisfaction, and produce better
business outcomes.

Workplace conflict does not automatically mean that there are specific employees at fault, although in
some cases that will be the issue. If you have employees who question the status quo and are pushing to

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make changes that they feel would be positive for the organization, that can indicate that your

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organization has a high level of employee engagement.

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Conflict can also mean that employees are comfortable enough to challenge each other and that they
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feel as though their conflicts will be fairly resolved by the organization.
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Conflict management, when done properly, can even increase the organizational learning of an
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organization through the questions asked during the process.

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conflict management styles

1. Accommodating

This style is about simply putting the other parties needs before one's own. You allow them to ‘win’ and
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get their way.

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Accommodation is for situations where you don’t care as strongly about the issue as the other person, if
prolonging the conflict is not worth your time, or if you think you might be wrong. This option is about
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keeping the peace, not putting in more effort than the issue is worth, and knowing when to pick battles.
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While it might seem somewhat weak, accommodation can be the absolute best choice to resolve a small
conflict and move on with more important issues. This style is highly cooperative on the part of the
resolver but can lead to resentment.
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2. Avoiding

This style aims to reduce conflict by ignoring it, removing the conflicted parties, or evading it in some
manner. Team members in conflict can be removed from the project they are in conflict over, deadlines
are pushed, or people are even reassigned to other departments.

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 This can be an effective conflict resolution style if there is a chance that a cool-down period would be
helpful or if you need more time to consider your stance on the conflict itself.

Avoidance should not be a substitute for proper resolution, however; pushing back conflict indefinitely
can and will lead to more (and bigger) conflicts down the line.

Compromising

This style seeks to find the middle ground by asking both parties to concede some aspects of their
desires so that a solution can be agreed upon.

This style is sometimes known as lose-lose, in that both parties will have to give up a few things in order
to agree on the larger issue. This is used when there is a time crunch, or when a solution simply needs to
happen, rather than be perfect.

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Compromise can lead to resentment, especially if overused as a conflict resolution tactic, so use

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sparingly.

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4. Competing

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This style rejects compromise and involves not giving in to others viewpoints or wants.
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One party stands firm in what they think is the correct handling of a situation, and does not back down
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until they get their way.

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This can be in situations where morals dictate that a specific course of action is taken, when there is no
time to try and find a different solution or when there is an unpopular decision to be made. It can
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resolve disputes quickly, but there is a high chance of morale and productivity being lessened.
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5. Collaboration

This style produces the best long-term results, at the same time it is often the most difficult and time-
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consuming to reach.
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Each party’s needs and wants are considered, and a win-win solution is found so that everyone leaves
satisfied. This often involves all parties sitting down together, talking through the conflict and negotiating
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a solution together.

This is used when it is vital to preserve the relationship between all parties or when the solution itself
will have a significant impact.

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 Background:

In all living organisms, conflict manifests itself human as natural and social occurrence (ahmed, 2015).
The history of conflict draws to creation times for instance the disagreement between Adam’s son Cain
and Abel that resulted to murder. Therefore, conflict in organizations has an inherent function of the
leader. In recent times, conflict emerges as a natural phenomenon in human norms to a certain extent
that is why it’s estimated that in organizational management, leaders spend 20% of their time averagely
to resolving conflicts that arise between different stakeholders (ahmed, 2015). Organizational outcome
and effectiveness depends of on the manner used to handle conflict Effect leader’s in organizations have
been knows to manage conflict rather than eradicating it as an efficacy function (boucher, 2013).

Since humans have always waged conflicts, humans have also always engaged in various ways to end
them. Often, one side coercively imposes its will upon the other side, sometimes violently, and thus
terminates a conflict. Within every society, however, many other ways of settling fights have long been

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practiced, including various forms of mediation or adjudication. Even between opposing societies,

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negotiations have been used throughout history to reach agreements regarding issues of contention

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between them. The breadth and diversity of the contemporary CR field is a consequence of the long

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history of the field and of the many sources of its present-day character. Its contemporary manifestation

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initially focused on stopping violence but it has broadened greatly to incorporate building the conditions
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for peace, including post-violence reconciliation, enhancing justice, establishing conflict management
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systems, and many other issues. Certainly, calls and actions for alternatives to war and other violent
conflict have a long history; major exemplary documents, starting from classical Grecian times, are
available in Chatfield and Ilukhina (1994). The time between the American and French revolutions and
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the First World War deserve noting, prior to discussing the more proximate periods. The revolutions of
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the late 1770s established the importance of popular participation in governance and of fundamental
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human rights. Many intellectual leaders of that time, particularly in Europe and North America,
discussed the processes and procedures to manage differences and to avoid tyrannies. They include
Voltaire (1694-1778), Jean Jacques Rousseau (l712-1778), Adam Smith (1723-1790), Thomas Jefferson
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(1743-1826), and James Madison (1751-1836). The moral and practical issues related to dealing with
various kinds of conflicts were widely discussed, emphasizing the importance of reasoning. For example,
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Immanuel Kant (1724-1804) wrote about perpetual peace resulting from states being constitutional
republics and John Stuart Mill (l 806-1873) wrote about the value of liberty and the free discussion of
ideas. But the path of progress was not smooth; wars and oppression obviously were not abolished.
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Many explanations for these social ills and ways to overcome them were put forward, including the
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influential work of Karl Marx (1818-1883), which emphasized class conflict and its particular capitalist
manifestation. Vladimir Ilyich Lenin (1870-1924) elaborated Marxism with his still influential analysis of
the relationship between capitalism and imperialism, which generated wars and struggles for radical
societal transformations. Many other non-Marxist and more reformist efforts were undertaken to
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advance justice and oppose war-making, for example, by Jane Adams in the United States.

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