While various scholars have examined the multi-level properties of conflict and leadership, fewer studies have investigated the influence of leadership on differing forms of conflict across multiple levels and cultures. In this chapter, we discuss transformational leadership and its potential to trigger or minimize both cognitive and affective conflict across multiple organizational levels. Additionally, we also discuss how national culture might moderate the impact of transformational leadership on conflict at the individual and team levels.
Oluremi B. Ayoko and Michael Muchiri
Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn
This chapter is structured in two parts. In the first part, based on the tenets of affective events theory (AET) (Weiss and Cropanzano, 1996), we argue that employees’ territoriality shapes the course of their experiences of conflict and emotions, and ultimately their wellbeing – especially where employees occupy a common workspace (that is, the open-plan office). In the second part of this chapter, and given that territoriality is a relatively new construct in organizational behavior (OB) literature (Ayoko et al., 2010), we review research into the effects of the office environment on employees especially paying attention to the different methodological approaches used in the studies reviewed. In particular, we note that research has rarely addressed the nexus of workspace, conflict, and emotions; and suggest opportunities to incorporate these variables into future research.
Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn
This unique book draws together current thoughts and research in conflict management. Specifically, it brings a wealth of knowledge from authorities in the field on emerging issues such as power in conflict, cognition and emotions in conflict, leading conflict from multiple perspectives and cultural orientations, the role of context in conflict and the teaching of conflict management. Altogether, the Handbook provides a critical avenue for researchers and practitioners’ continued engagement in conflict research and management theory.