Attributions of conflict management strategies in supervisor–subordinate dyads

Abstract

Examined the extent to which measures of conflict management and interpersonal relations are attributed to individuals who perceive conflict. Data were collected from one supervisor and one subordinate in 113 park and recreation agencies. Results support the conclusion that perceived conflict frequency is associated with attributions of conflict. Supervisors and subordinates who perceived higher conflict frequency tended to be seen by each other as using force, a strategy indicative of conflict intention. Supervisors who perceived higher conflict frequency were viewed by their subordinates as likely to withdraw from conflict, whereas subordinates who perceived higher conflict frequency were viewed by their supervisors as likely to avoid confrontation and compromise. Perceptions of conflict frequency were negatively correlated with ratings of the favorability of interpersonal relations. (11 ref) (PsycInfo Database Record (c) 2025 APA, all rights reserved)