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Journal articles on the topic 'Management style'

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Published: 4 June 2021
Last updated: 20 February 2023

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1

Arnott, Robert D., John L. Dorian, and Rosemary Macedo. "Style Management." Journal of Investing 1, no. 1 (May 31, 1992): 13–21. http://dx.doi.org/10.3905/joi.1.1.13.

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Abbasi, Laila Shakeel, Taliya Sajjad, Khaulah Jawed, and Aqsa Akhtar. "Working in Collaborative Practice: Conflict Management Styles in Dental Professionals." Journal of the Pakistan Dental Association 31, no. 03 (November 13, 2022): 131–35. http://dx.doi.org/10.25301/jpda.313.131.

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OBJECTIVE: Conflicts are inevitable in all human interactions. Clinicians at workplaces experience both personal and professional conflicts. Dental clinicians engage in multidisciplinary teamwork during their practice, which exposes them to a variety of conflicting situations. The study aimed to explore the trend of different conflict management styles practiced by dentists while working in collaborative practices. METHODOLOGY: The study was cross sectional descriptive survey in which 146 dental clinicians from multiple institutions participated with voluntary and informed consent. Rahim Organizational Conflict Inventory-II (ROCI-II) tool was used to collect data against the use of conflict management styles namely, Collaborating, Accommodating, Competing, Avoiding and Compromising. The obtained data were analyzed through SPSS 25.0. The data were categorized according to the 5 styles of conflict management and association with the variables of gender, position in organization, and type of organization was seen for each conflict management style. RESULTS: The study revealed that 54.8% of participants had collaborating style followed by avoiding style (18.5%) whereas, competing style was least predominant (3.4%). Both genders had collaborating style as most predominant style. No strong difference was seen in the frequency of conflict management styles between the dentists belonging to private and public institutions. Every cadre of clinicians was more inclined towards "collaborating" and "avoiding" conflict management style. Besides these two styles, house officers and demonstrators were more "accommodating" while residents and assistant professors were more "compromising". CONCLUSION: Dental clinicians in the present study mostly used collaborative style for conflict management in their practices.The awareness of conflict management styles is important so that the use of positive conflict management styles could be maximized. The use of effective conflict management styles should be taught to young dentists in order to equip them with necessary tools for everyday collaborations at clinical workplaces. KEYWORDS: Conflict, Conflict management, dentists, workplace
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Cardell, Daniel J., and James D. Miller. "IS STYLE MANAGEMENT OUT OF STYLE?" Journal of Applied Corporate Finance 6, no. 4 (January 1994): 93–97. http://dx.doi.org/10.1111/j.1745-6622.1994.tb00253.x.

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4

Saeed, Tahir, Shazia Almas, M. Anis-ul-Haq, and GSK Niazi. "Leadership styles: relationship with conflict management styles." International Journal of Conflict Management 25, no. 3 (July 8, 2014): 214–25. http://dx.doi.org/10.1108/ijcma-12-2012-0091.

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Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates. Originality/value – Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).
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Dean, Derek. "Management — style counsel." Nursing Standard 3, no. 6 (November 5, 1988): 6–7. http://dx.doi.org/10.7748/ns.3.6.6.s97.

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Calori, Roland, and Bruno Dufour. "Management European style." Academy of Management Perspectives 9, no. 3 (August 1995): 61–71. http://dx.doi.org/10.5465/ame.1995.9509210286.

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Stoman, Sayed H. "Effective Management Style." Journal of Management in Engineering 15, no. 1 (January 1999): 21–23. http://dx.doi.org/10.1061/(asce)0742-597x(1999)15:1(21).

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8

Warfield, Hal. "RETHINKING MANAGEMENT STYLE." Health Care Manager 4, no. 4 (July 1986): vi. http://dx.doi.org/10.1097/00126450-198607000-00001.

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&NA;, &NA;. "RETHINKING MANAGEMENT STYLE." Health Care Manager 4, no. 4 (July 1986): vi. http://dx.doi.org/10.1097/00126450-198607000-00002.

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Kawamura, Shigekuni. "Japanese management style." Japan and the World Economy 5, no. 3 (September 1993): 289–92. http://dx.doi.org/10.1016/0922-1425(93)90015-v.

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Daniatussalma, Daniatussalma, Yudhi Arifani, and Candra Hadi Asmara. "LANGUAGE LEARNING STYLE IN MANAGEMENT STUDENTS FROM DIFFERENT GENDER GROUP." DIDAKTIKA : Jurnal Pemikiran Pendidikan 26, no. 2 (June 4, 2020): 46. http://dx.doi.org/10.30587/didaktika.v26i2.1471.

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Learning style is one factor which can determine students in the way how they obtained the learning or information. Between male and female students were different in choosing their learning styles. This study tried to investigate the perceptual learning styles preference in Management students and to know the differences between male and female Management students in learning styles in the first semester at University of Muhammadiyah Gresik. Perceptual Learning Style Preference Questionnaire (PLSPQ) developed by Reid 1987was used and administered to 230 students. An observation check-list also used to support the data with questionnaire. Descriptive Statistic was used to analyze the data. The result indicated that students preferred in Group style when they learned English as Academic Purpose (EAP). In gender, between female and male students showed there were some differences in their learning styles. The result revealed that female students preferred in Group style, meanwhile male students preferred in auditory style. The least preference of learning style both female and male students was Individual style
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Onia, Saifaldin Idris, and Elzain Elkhder. "THE EFFECT OF PRINCIPALS' MANAGEMENT STYLES ON TEACHERS' PERFORMANCE IN PRIVATE PRIMARY SCHOOLS IN OMDURMAN LOCALITY IN SUDAN." MANAGERE : Indonesian Journal of Educational Management 3, no. 1 (July 14, 2021): 62–74. http://dx.doi.org/10.52627/ijeam.v3i1.89.

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The aims of this study to identify the predominant management style practiced by principals in private primary schools in Omdurman locality; to analyse the relationship between management styles and teachers' performance; and to examine the effect of management style practiced by principals on teachers' performance. The study employed survey research designs using a questionnaire. 45 of teachers were selected using simple random sampling. The results indicate that the democratic management style is the predominant style practiced in private primary schools in Omdurman locality. Laissez-faire and autocratic management styles were not practiced by principals in private primary schools in Omdurman locality. The study also revealed that management styles were low and positively correlated with the teachers' performance. Management style had an effect on teachers' performance by the contribution of the democratic management style that caused 25.1% of the variance in the teachers' performance. The study recommended schools principals should be encouraged to continue on democratic management style with taking into account other management styles according to the situation.
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Izham, Mohd, Nurul Sahadila, and Aida Hanim. "Headteachers Conflict Management Styles and Teachers Job Satisfaction in Malaysian Primary Schools." International Journal of Educational Best Practices 1, no. 2 (October 28, 2017): 38. http://dx.doi.org/10.31258/ijebp.v1n2.p38-49.

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The purpose of this study was to investigate the conflict management styles among head teachers and the relationships between the styles and teachers job satisfaction. The study also examined the head teachers conflict management styles and teachers job satisfaction based on the demographic characteristics. A questionnaire was administered to 120 respondents in 5 primary schools in the district of Tampin, Malaysia. Descriptive and Manova statistics were used to examine the levels and differences of conflict management styles used among head teachers and teachers job satisfaction in terms of their demographic characteristics. The findings showed that the head teachers used all the five conflict management styles: cooperating style, adapting style, compromising style, bargaining style, and problem-solving style. Most head teachers preferred cooperating style as compared to bargaining style. Further, the findings showed that there was no difference for all the five conflict management styles in relation to the head teacher demographic characteristics. However, the findings showed that there was a significant difference for teachers job satisfaction in terms of years of service and no difference for teachers job satisfaction in terms of other demographic characteristics. Implications for all policymakers to improve future policy related to leadership training for all head teachers in schools were discussed.
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Abun, Damianus, Theogenia Magallanes, Libertine G. R. Macaspac, Artemio P. Seatriz, and T. Nicolas Marlene. "Bureaucratic and humanistic management styles and organizational citizenship behavior." International Journal of Business Ecosystem & Strategy (2687-2293) 3, no. 2 (October 30, 2021): 73–84. http://dx.doi.org/10.36096/ijbes.v3i2.262.

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This study aimed to determine the effect of bureaucratic and humanistic management styles of administrators on the organizational citizenship behaviours of employees. To deepen the study, literature was reviewed and theories were established. The study used a descriptive correlational research design and used questionnaires to gather the data. The study found that the bureaucratic management style is higher than the humanistic management style. The higher the bureaucratic management style, the lower the humanistic management style becomes. Based on the correlational analysis, it found that management styles of administrators correlate to the organizational citizenship behaviours of employees. Therefore, the hypothesis of the study is accepted.
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Lin, Shu‐Hwa, Mary Ann Moore, Doris H. Kincade, and Carol Avery. "Dimensions of apparel manufacturing strategy and production management." International Journal of Clothing Science and Technology 14, no. 1 (February 1, 2002): 46–60. http://dx.doi.org/10.1108/09556220210420336.

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The purpose of this study was to explore the dimensions of apparel manufacturing strategy (i.e. cost, quality, flexibility, delivery time) and their relationship to style and sewing systems. U.S. apparel producers are seeking strategies that will make their production competitive to production in low wage countries. Two style types were defined: new styles and standardized styles. Results indicated that the production of new styles of apparel is related to the manufacturing dimensions of quality and delivery. The standardized style is related to the dimension of cost. Significant associations were also found between the multiple‐sewing systems used by plants and dimensions of manufacturing strategy (cost, delivery, and flexibility).
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Czarska-Bonanaty, Aleksandra. "HEALTH SERVICE MANAGER MANAGEMENT STYLES ACCORDING TO WERK PERSON MANAGEMENT STYLE INVENTORY." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 21, no. 3 (September 30, 2020): 147–63. http://dx.doi.org/10.5604/01.3001.0014.4515.

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The goals of managerial personnel in Health Service include: defining duties for personnel teams, initiating and co-ordinating team work, care for development and improvement of potential of workers. Requirements for modern companies do not allow for forcing specific behaviour among personnel but praise the ability to communicate by partnership and co-operation and quality of co-operation between the managing person and personnel. Assuming a thesis that there are preferred goals in management by Health Service managers, an attempt to identify them was made with the model of the Inventory of Person Management Styles WERK. The research was conducted on a group of 60 Health Service managers performing functions on various organizational levels. Respondents were managers hired in the public and non-public health care facilities from the Silesian and Podkarpackie Provinces. The analysis of results points that for the largest group of managers, the managing styles model WERK did not define both the dominating managing style as well as a style least typical for management. The fact indicates that managers in the health care facilities probably use the management style adequate to the situation or have the ability to switch between management styles using the characteristics typical for many management styles or use two or more management behaviors which they consider effective. Probability of existing specific management styles can be assumed as well, which are used by the Health Service managers and which have not been defined by the management styles model WERK.
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Moskovich, Yaffa. "Management style in kibbutz industries." Management Research Review 43, no. 6 (November 18, 2019): 691–715. http://dx.doi.org/10.1108/mrr-05-2019-0188.

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Purpose This paper aims to develop a managerial style typology relevant to kibbutz industry analysis and applicable to all cooperative organizations. Design/methodology/approach This study applied qualitative methods to evaluate the organizational biographies of Factories five factories, using open interviews and document analysis. Findings The findings show that before privatization took place, these industries were managed according to socialistic democratic principles. Once they became global and capitalistic, some kibbutz industries adopted a business cooperative style that combines features of capitalism and socialism, while others underwent a crisis and opted for a stricter and more bureaucratic managerial style. Research limitations/implications This research is based on five case studies; further research is recommended to establish the current typology. Practical implications This study shows very clearly that the cooperative business style can be offered for businesses previously operated according to socialistic principles. Originality/value This study augments current literature by elucidating the speed with which business activity is conducted according to cooperative principles. It presents a typology relevant to kibbutz industry and cooperative organizations alike, addressing the cooperative managerial, cooperative business and bureaucratic styles, enabling maintenance of normative management that adapts itself to global and capitalistic environments.
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Leggett, Amanda N., Benjamin Bugajski, Breanna Webster, Brianna Broderick, Daphne Watkins, Laura Gitlin, and Helen C. Kales. "STYLE AND SUBSTANCE: A QUALITATIVE CHARACTERIZATION OF DEMENTIA CAREGIVING MANAGEMENT STYLES." Innovation in Aging 3, Supplement_1 (November 2019): S594—S595. http://dx.doi.org/10.1093/geroni/igz038.2207.

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Abstract Caring for a person living with dementia (PLWD) can take a physical and emotional toll, but understudied is the process of how family caregivers actually provide care (caregiver management styles). We interviewed 100 primary family caregivers regarding management of a recently experienced care challenge and values held which might impact care management decisions. Watkins’ (2017) rigorous and accelerated data reduction (RADaR) technique was used to analyze qualitative data through open/focused coding, determining commonalities of style components/themes, and finally defining caregiving management styles. Style for a given caregiver emerged from enacted care strategies, caregiver’s internal stances which informed their use of strategies, and broader engagement (or lack thereof) with the PLWD’s lived experience/reality. Styles emerging from the analysis will be described including the direct, rigid “Just do it” style, and the flexible, empathic “Teamwork” style. Individualizing caregiver interventions and supports based on caregiver management style is an important future direction.
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Smachylo, Valentyna, and Taras Nalyvaiko. "DETERMINATION OF MANAGEMENT STYLE IN ENTERPRISES CONSTRUCTION INDUSTRY." Economic discourse, no. 1 (March 2020): 52–58. http://dx.doi.org/10.36742/2410-0919-2020-1-6.

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Introduction. Management style in many cases will determine the efficiency of the company staff. That is why studying the management styles that are characteristic of domestic business entities and, accordingly, adjusting them according to the objectives of the activity, is an important task in the field of personnel management of enterprises of any sphere. Accordingly, the purpose of the article is to investigate management styles at Kharkiv region construction companies based on the Blake-Mouton technique. Methods. Survey was conducted on the list of Blake-Mouton questions during the research, which used a point score, among management of construction enterprises of Kharkiv region, processing of survey and calculation of coordinates according to the managerial grid, determining the style of management. Results. As a result of evaluating management styles among small business entities in the Kharkiv region, based on the Blake-Mouton survey and positioning in the matrix (managerial grid), it has been found that commanding style with a greater production orientation is preferred. Discussion. Further research plans to increase the sample size and differentiate it by size of enterprise: small, medium, large to determine the impact of the entity's size on leadership style. Keywords: management, management style, Blake and Mouton leadership grid, enterprise.
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Binyanya, Denis. "CONFLICT MANAGEMENT STYLES AND EMPLOYEE PERFORMANCE IN HOSPITALS." European Journal of Conflict Management 2, no. 1 (August 29, 2021): 60–95. http://dx.doi.org/10.47672/ejcm.790.

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Purpose: Mobile technologies provide an affordable and easily accessible technology that lecturers can use effectively to assist students with their studies. The general objective of the study was to evaluate conflict management styles and employee performance in hospitals Methodology: The paper used a desk study review methodology where relevant empirical literature was reviewed to identify main themes and to extract knowledge gaps. Findings: From the study findings, it is concluded that the compromising, avoiding and dominating styles are the most commonly used styles among the Public hospitals, the doctors, nurses and the clinical officers. This is because the compromising style encourages participation of all the parties, the style is partially assertive and cooperative and the style leads to temporal solutions when being used. The avoiding style is preferred because it involves withdrawing from the conflict at hand whereas the dominating style is preferred because the style is used in case of an emergency and involves speedy decision making. With all this in place, conflicts are managed which leads to temporal and fair solutions which satisfy all the parties. Therefore, the styles when used leads to increase in employee performance in the work place. Recommendations: The study recommended that the management of public hospitals should ensure that conflicts are cut down basing on how employee performance is important. The management should be able to encourage the employees to perform through participation in the decision making process, ensure they are performing their job roles and duties responsibly and also evaluate employees annually to know understand why they are performing the way they are
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JACOBS, JOSHUA J. "Message Management: AAOS Style." Journal of the American Academy of Orthopaedic Surgeons 7, no. 10 (October 2013): 5. http://dx.doi.org/10.5435/00124635-201310010-00004.

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Stewart-Hill, Anne, and Nathan Leites. "Soviet Style in Management." Russian Review 47, no. 2 (April 1988): 209. http://dx.doi.org/10.2307/129984.

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Atkinson, William P. "Succession-Management, Jesus-Style." Journal of the European Pentecostal Theological Association 36, no. 2 (May 26, 2016): 105–16. http://dx.doi.org/10.1080/18124461.2016.1180498.

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Hill, Roy. "Classifying Executives' Management Style." IEEE Engineering Management Review 15, no. 2 (June 1987): 47–49. http://dx.doi.org/10.1109/emr.1987.4306283.

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Schmidt, Richard J. "Japanese management, recession style." Business Horizons 39, no. 2 (March 1996): 70–76. http://dx.doi.org/10.1016/s0007-6813(96)90025-7.

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Yazdanmehr, Elham, Yousef Ramezani, and Fatemeh Aghdassi. "Teacher Leadership and Conflict Management in EFL Classroom in the Light of the Contingency Theory of Human Resource Management: An Interdisciplinary Study." Theory and Practice in Language Studies 10, no. 8 (August 1, 2020): 916. http://dx.doi.org/10.17507/tpls.1008.09.

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The present interdisciplinary research was enlightened by the contingency theory of human resource management (HRM) and aimed to explore Iranian EFL teachers’ leadership and conflict management styles in the private sector. To this aim, Fiedler’s leadership measurement instrument along with Thomas & Kilmann’s conflict management instrument were used to collect data from 51 EFL teachers teaching in private language institutes of Khorasan Razavi, Iran. The aim was to find what proportion of teachers were task-oriented and what proportion were relation-oriented in leadership, and which conflict management styles were more prevalent among task-oriented and which were dominant among relation-oriented teachers. Furthermore, comparisons were made between male/female, younger (20-30 yrs.)/older (>30 yrs.) and experienced (>5 yrs.)/novice (<5 yrs.) teachers in terms of the leadership style as well as the conflict management style. Descriptive as well as inferential statistics were used to analyze the data in SPSS21. The results revealed that the majority of participants used task-oriented leadership style in class. Task-oriented teachers showed to use the accommodating conflict management style more while relation-oriented teachers prevalently used the collaborating style. Statistically significant differences were found between demographic groups in terms of the leadership and conflict management styles. Awareness of different leadership and conflict management styles can enrich teacher training courses and professional development programs in Applied Linguistics.
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Narayanan, Sivachandran, Devika Nadarajah, Sultan Adal Mehmood, and Nur Farhana Abdullah. "Leadership Styles and Knowledge Management Strategy in Malaysian SMEs." Business Management and Strategy 11, no. 1 (April 27, 2020): 124. http://dx.doi.org/10.5296/bms.v11i1.16783.

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This conceptual paper aims to explore the link between leadership styles and SMEs’ knowledge management strategy. While previous studies have explored different leadership styles’ impacts on knowledge management strategy, they have not illuminated ‘why’ a specific style is more effective. Therefore, this paper fills the gap in the literature by answering two questions: (1) What leadership style is apt to promote knowledge management strategy within SMEs? and (2) Why is the particular leadership style appropriate in SMEs? This paper reviews research related transformational, transactional, servant, paternalistic, facilitative and collaborative leadership, and concludes that transformational leadership is imperative for Malaysian SMEs’ knowledge management. The key implications of this paper are: (1) it sheds light on leadership and knowledge management in SMEs in particular, and (2) it posits transformational leadership as the most appropriate style for knowledge management strategy in Malaysian SMEs.
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Nurita, Juhdi, Wan Jamaliah Wan Jusoh, Norizah Supar, and Noor Hasni Juhdi. "Management Development Programs and the Aspired Management Style: A Study in Malaysia." Quality Innovation Prosperity 19, no. 2 (December 30, 2015): 87. http://dx.doi.org/10.12776/qip.v19i2.607.

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<div><strong>Purpose:</strong> The study was to examine the relationship between management development programs and the management styles used by junior executives and young managers.</div><div> </div><div><strong>Design/methodology/approach:</strong> Data was collected using survey forms and all the respondents were below 45 years old. They were either professionals or holding middle to higher level positions.</div><div> </div><div><strong>Findings:</strong> Only mentoring had significant relationships with all the seven management styles. Mentoring was also found as the only program which was significant predictor to all the management styles. Assessment programs were found having significant relationship with participative style with negative relationship. On-the-job development programs were only significantly related to two management styles. Delegating style was significantly related to all the management development programs. Ethical management style was only significant to mentoring.</div><div> </div><div><strong>Research implications:</strong> HR practitioners should emphasize the use of mentoring with systematic mentoring programs.</div><div> </div><div><strong>Research limitations:</strong> The correlation values among variables were weak-to-moderate and some variables suffered from low Cronbach’s alpha values.</div><div> </div><div><strong>Originality/value:</strong> The paper researched on the outcomes of management development programs by measuring the management styles as perceived by the program participants. </div>
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Rodrigues, Luciana Magalhães Girardin Pimentel, and Luciano Ferreira da Silva. "Influence of sponsor's management style in project prioritization." Journal of Industrial Engineering and Management 13, no. 3 (September 17, 2020): 430. http://dx.doi.org/10.3926/jiem.3068.

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Purpose: The purpose of this paper is understand how the different styles of sponsor management influence the prioritization of projects.Design/methodology/approach: The empiric analysis used in-depth interviews with 11 executives as method for data collection and qualitative content analysis using theory and data driven categories for analysis is performed.Findings: This research points to the emergence of opportunistic management style, and to evidences of lack of strategic alignment in the project prioritization process.Research limitations/implications: The lack of prioritization methods evidences to compare with project management style. Also, the number of project managers to interview as experts.Practical implications: The analysis shows that committees and post-project evaluation be established to mitigate failures in the prioritization process impacted from sponsor’s management styles influence.Originality/value: The paper provides a critical perspective about sponsor’s management styles and project prioritization context; it is important to highlight how different management styles of the sponsor result in different behaviors in the companies.
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Fridson, Martin S. "Equity Style Management: Evaluating and Selecting Investment Styles (a review)." Financial Analysts Journal 51, no. 5 (September 1995): 76–77. http://dx.doi.org/10.2469/faj.v51.n5.1941.

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Malkoc, Nedim, and Suzan Dal. "The relationship between management styles and trainers’ job motivation in the public institutions." International Journal of Evaluation and Research in Education (IJERE) 10, no. 1 (March 1, 2021): 108. http://dx.doi.org/10.11591/ijere.v10i1.20816.

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<p><span>The study aimed to determine the relationship between perceptions of management styles and trainers' motivation in the public sports institutions, and to examine the effect of management styles on job motivation. The sample of the research consists of 190 trainers, 18 of whom are women and 172 of whom are men working in the public sports institutions. In the study, descriptive scanning method was used, and the data obtained were analyzed by making statistical procedures such as frequency, correlation, regression analysis. It was found that democratic management style and paternalist management style had a positive effect on trainers’ job motivation. However, the liberal management style and authoritarian management style were found to have a negative effect on trainers’ job motivation.</span></p>
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Chen, Helen X., Xuemei Xu, and Patrick Phillips. "Emotional intelligence and conflict management styles." International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 458–70. http://dx.doi.org/10.1108/ijoa-11-2017-1272.

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Purpose This paper aims to use a multi-level approach to examine the effects of emotional intelligence (EI) components on conflict management styles of Chinese managers when the respondents were in conflicts with their subordinates, peers or superiors. Design/methodology/approach The primary research was conducted in Dalian, China, via a personal survey resulting in 885 usable observations for analysis. EI was measured using the Wong and Law Emotional Intelligence Scale (WLEIS; Wong and Law, 2002), which is made up of 16 questions measuring four dimensions. The conflict management component was measured via Rahim’s (1983) five conflict management styles, which are avoidance, dominating, collaboration, compromise and integration. Findings The data analyses suggested that managers at different levels possess different EI and adopt different conflict management styles when dealing with their subordinates, peers and superiors. Specifically, when subordinates were involved in a conflict, junior managers and female managers were more likely to use the dominating style, while when peers were involved in a conflict, male managers were more likely to use the dominating style. When peers were involved in a conflict, managers working in public sectors were more likely to adopt the integrating, avoiding, obliging and compromising style. The Chinese managers were found to regulate their emotions and use of their emotions effectively in conflict with their peers and supervisors and thus they tended to adopt the avoiding, integrating and obliging style. Self-emotions appraisal and others emotions appraisal were significant to the adoption of the obliging style to handle conflict with their peers and supervisors. Use of emotions effectively was significant for the Chinese managers adopting the compromising style in conflicts with their peers, superiors and subordinates. Research limitations/implications The authors could only reach employees working and living in one city, which affects the generalizability of the paper. Practical implications Training should be provided to managers at different levels on the awareness of the impact of EI on conflict management at workplace. Originality/value There is little existing research on how employees across different levels within organisations in China moderate their EI according to the party they are interacting with. The objective of this paper is to stimulate further debate on the matter, thereby improving the understanding of EI moderation.
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Kudelina, Оl'ga V., and N. B. Filinov. "THE INDIVIDUAL STYLE OF DECISION MAKING BY ADMINISTRATORS OF MEDICAL ORGANIZATIONS IN PERSPECTIVE OF EVALUATION OF MANAGEMENT POTENTIAL." Health Care of the Russian Federation 62, no. 1 (May 24, 2019): 37–44. http://dx.doi.org/10.18821/0044-197x-2018-62-1-37-44.

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In assessing management potential of a manager, it is necessary to consider one's personal characteristics, in particular, management decision-making style. A physician repeatedly makes clinical decisions on patients’ treatment and this experience shapes his/her individual decision-making style, which in turn defines personal features of physician as a leader. Purpose of study. To evaluate the management potential of leaders of medical institutions of the Tomsk oblast on the basis of investigation on their decision-making styles. The decision-making style was identified using A. Rowe's technique (Decision Style Inventory) widely applied in various research areas. The sampling of survey included 1097 physicians, including head physicians (4,8%), deputy head physicians (10,1%), heads of department (11,9%). Decision-making styles of leaders differ depending of the various levels of management. The analytical style dominates among head physicians, followed by conceptual style. For the largest cohort of deputy head physicians analytical style also dominates, but the second rank of dominating styles is for directive style. In general, moving down administrative staircase the percentage of managers with dominating conceptual style is decreasing and percentage of those who are oriented on individual (authoritarian) decision-making processes and also those who are focused more on human relationship than on tasks solution increases. The possibilities of transformation of individual style of decision making are limited and require conscious efforts, that tasks a complicated problem before leaders of medical institutions concerning assessment of management potential of development and training of long-term human resources reserve.
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Ramayan, Srikumar K., Intan Abida Abu Bakar, Vijaya Sooria Sangaran Kutty, and Kamdoum Keren Rosa. "Causes of Intercultural Conflict and its Management Styles Among Students in Sunway University." Idealogy Journal 5, no. 2 (September 28, 2020): 199–214. http://dx.doi.org/10.24191/idealogy.v5i2.242.

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The purpose of this study is to discover the causes of intercultural conflict and its management styles among Sunway University students. A total of six participants were selected from among different departments at Sunway university. A qualitative method was used to achieve the objectives of this research through in-depth interviews. the causes of intercultural conflict and its management styles were assessed based on intercultural conflict and intercultural conflict management style theory. The participants’ feedback was transcribed and analyzed by using the deductive coding method which identified themes such as intercultural conflict, impact on intercultural conflict on relationships as well as intercultural conflict management styles that comprises of five categories, obliging, dominating, avoiding, compromising and integrating style. The results suggest, misunderstanding, as the main cause of intercultural conflict and it impacts people both positively and negatively depending on the situation. While suggesting avoiding style as the most used style of overcoming intercultural conflict among Sunway university students when it comes to gender, race, religion and cultural issues. The research findings will add to existing work on intercultural conflict and its management styles.
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Chandolia, Elisavet, and Sophia Anastasiou. "Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece." European Journal of Investigation in Health, Psychology and Education 10, no. 1 (February 14, 2020): 455–68. http://dx.doi.org/10.3390/ejihpe10010034.

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There are few options available for school managers who wish to effectively tackle school conflicts. The aim of the present work was to assess the issue of school conflict, its sources, and the effectiveness of different conflict management styles in Secondary Education school units in Greece. Teachers (n = 128) from twelve randomly selected schools in the region of Epirus, NW Greece, participated in the present work. Teachers’ views on their school Principals’ leadership style as well as the sources, the type(s), and the severity of conflict in their school unit were surveyed. Conflict appeared to be a frequent issue in schools. Frequent sources of conflict included interpersonal and organizational parameters. School leaders exhibited a range of conflict management styles. Compromise and Collaborative styles were frequently observed, followed by Smoothing and Forcing. Avoidance was less frequently exhibited by school leaders. The transformational and transactional leadership styles exhibited were equally effective in successful conflict resolution, whereas a laissez-faire leadership style was not. The results indicate that leadership and conflict management style can be associated with the effectiveness of conflict management.
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Oketcho, Emmanuel James, Fredrick Ssempala, Margaret Stella Suubi Ujeyo, and Dennis Zami Atibuni. "Headteachers’ Management Styles and Teachers’ Role Performance in Secondary Schools in Tororo District, Uganda." Journal of Education 200, no. 2 (September 22, 2019): 111–19. http://dx.doi.org/10.1177/0022057419877393.

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This mixed-methods study stems from the poor learner performance in secondary schools in Tororo District, Uganda, which connoted low teacher role performance and gaps in headteachers’ management styles. Management styles of 28 headteachers and role performance of 294 teachers were investigated. Headteachers mainly used democratic management style, 21 (75.0%); followed by balanced-oriented style, 6 (21.43%); and laissez-faire style, 1 (3.5%). Teachers’ role performance was moderate ( M = 64.75, SD = 10.80). Significant relationships existed between people-oriented ( r = .127, p = .029) and task-oriented ( r = .132, p = .024) management and teachers’ performance. Recommendations for improvement were advanced.
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Bordean, Ovidiu Niculae, Dalma Szonja Rácz, Sebastian Ion Ceptureanu, Eduard Gabriel Ceptureanu, and Zenovia Cristiana Pop. "Gender Diversity and the Choice of Conflict Management Styles in Small and Medium-Sized Enterprises." Sustainability 12, no. 17 (September 1, 2020): 7136. http://dx.doi.org/10.3390/su12177136.

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The current study investigates the relation between biological sex and gender role upon the choice of conflict management styles. The Bem Sex Role Inventory (BSRI) measured the gender role and Rahim Organizational Conflict Inventory-II (ROCI-II) Form C measured the conflict handling styles. Participants were employees of small and medium-sized enterprises (SMEs). The results found that biological sex has no correlation with the choice of conflict management style. On the other hand, the findings have shown that gender role is a predictor for the choice of conflict management styles as masculine individuals were highest on the dominating conflict style, whereas feminine individuals were highest on the avoiding style.
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Demir, Okay, and Sad Nihat. "Investigation of the communication skills, professional seniority, school stage and gender as predictors of teachers' classroom management styles." Research in Pedagogy 11, no. 2 (2021): 661–79. http://dx.doi.org/10.5937/istrped2102661d.

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This study aimed to test the impacts of communication skills, professional seniority, school stages and gender as predictors of teachers' classroom management styles. Survey and correlation research designs were used in the research. The study group of the research consists of 209 teachers from different subject fields. Classroom Management Styles Scale and Communication Skills Scale-Adult Form were used to collect data in the study. The data obtained were mainly analyzed by multiple regression analysis. Regarding the results of the study, when the teachers' levels of classroom management style scores were examined, it was determined that the most preferred classroom management style was Authoritative style, followed by Authoritarian and Laissez-faire styles, respectively, and the least used classroom management style were Indifferent. Also, it was found that teachers' general communication skills are high. The regression analyses revealed that while Basic Skills and Self-Expression and Active Listening and Non-verbal Communication variables were significant predictors of authoritative classroom management, professional seniority was the only significant predictor of authoritatian classroom management, and Basic Skills and Self-Expression and Willingness to Communicate variables were significant predictors of Indifferent classroom management. However, none of the variables were significant predictors of Laissez-faire classroom management style.
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Kaźmierczak, Justyna, and Artur Łabuz. "Businesswoman – characteristics of management style." Studia i Prace WNEiZ 52 (2018): 45–53. http://dx.doi.org/10.18276/sip.2018.52/1-04.

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Maharjan, Sabita, and Jayalaxmi Shakya. "CONFLICT MANAGEMENT STYLES AMONG NURSES AT A TEACHING HOSPITAL, CHITWAN." Journal of Chitwan Medical College 11, no. 4 (January 19, 2022): 37–40. http://dx.doi.org/10.54530/jcmc.582.

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Background: Nursing professionals are vulnerable to conflict due to nature of work, working environment and diversity of interaction. If conflict management is done properly adopting the effective conflict management style, it would enhance the job morale and promote the effective growth of any health institution. Hence, this study was aimed to find out the conflict management styles among nurses at a Teaching Hospital, Chitwan. Methods: A descriptive cross-sectional study design was used to identify the most preferred conflict management style among 50 nurses at a Teaching Hospital of Chitwan using non-probability convenience sampling method. The data was collected from 6th Dec 2020 till 19th Dec 2020 through self-administered questionnaire and standardized tool of Rahim Organizational Conflict Inventory II. The data analysis was done using descriptive statistics. Results: Among 50 respondents, the median age was 23.0 years. Regarding conflict management, among the five conflict management, collaborating style (4.17±0.38) was the most preferred one followed in rank order by compromising style (3.70±0.52), accommodating style (3.55±0.38), avoiding style (3.27±0.59) and competing style (3.06±0.77). Conclusions: The findings concluded that collaborating and competing style was the most and the least preferred conflict management style respectively while handling conflict among peers during clinical hours. Thus, it is important that nurse managers and hospital authority would pay attention towards promotion of effective conflict management style for nursing professionals through training and in-service education sessions.
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Minbashian, Amirali, Damian P. Birney, and David B. Bowman. "The thinking styles of managers: Dimensionality, profiles and motivational antecedents." Australian Journal of Management 44, no. 1 (July 16, 2018): 70–90. http://dx.doi.org/10.1177/0312896218775150.

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Despite its widespread application in the educational field, little research has applied thinking style constructs from Sternberg’s (1988) theory of mental self-government to management. The present study examines the dimensionality, profile scores and motivational antecedents of thinking styles among a sample of 256 managers from large organisations. The findings confirm the four-factor structure of thinking styles that has been observed in the education field, albeit with slightly altered meanings. With respect to their profiles, managers displayed a preference for Type I styles (generative processes that are cognitively complex) over Type II styles (cognitively simple processes that involve adhering to norms), an external style over an internal style, and a global style over a local style. As predicted, learning orientation was positively related to Type I styles, and performance-prove orientation was positively related to Type II styles. A performance-avoid orientation was not related to either style type.
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Moghtadaie, L., and R. Hoveida. "Relationship between Academic Optimism and Classroom Management Styles of Teachers—Case Study: Elementary School Teachers in Isfahan." International Education Studies 8, no. 11 (October 28, 2015): 184. http://dx.doi.org/10.5539/ies.v8n11p184.

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<p class="apa">The purpose of this study was to investigate the relationship between classroom management styles of the teachers and their academic optimism. In this study, three types of classroom management styles (interventionist style, interactionist style, and non-interventionist style) have been considered. Research community is all public primary school teachers in the Isfahan province in academic year 2014-2015. The sample size was calculated using the formula of Cochran 384. It is a multi-stage cluster sampling method. Classroom management style has been calculated using standard questionnaires of classroom management style of Wolfgang and Glickman (1986). The academic optimism variable was evaluated using academic optimism questionnaire of A. Hoy, Tarter, and W. Hoy (2006) in a sample of 384 teachers. The results showed that there is a significant relation between classroom management style of the teachers and their academic optimism and the correlation coefficient equal to 39% was obtained and the correlation coefficient of 47% was obtained between the academic optimism and non-interventionist classroom management, and the correlation coefficient of 43% was obtained between the academic optimism and interactionist classroom management, and the correlation coefficient of 24% was obtained between the academic optimism and interventionist classroom management that is significant.</p>
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Hamad, Alaa Dham, and Ali Mahdi Mahlol. "The Impact of Leadership Styles on Achieving Local Management Objectives." Iraqi Administrative Sciences Journal 2, no. 1 (March 30, 2018): 114–45. http://dx.doi.org/10.33013/iqasj.v2n1y2018.pp114-145.

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The present study aims to test the influence of leadership styles as an independent variable in relation to its dimentions ( the democratic style , the autocratic style and the free style ) in achieving the goals of local a dminstration as a respondent variable in relation to its dimentions (the democratic ve objective the political objectives , the social objectives , and the ecomomic objectives ) in AL- Diwanya governorate , and then the attempt to find out a set of distributed to the sample of the study and (24) one were good for analysis . the data was processed according to (spss) program , adopting the methods of descriptive statistics including ( percentage , standard deviation , coefficient deviation , simple correlation coefficient and the multivariate correlation method ) . to test the hypotheses of the study that proved the reliability of the hypothese are represented by the adoption of the free style of leadership by AL-Dwanya in the democratic style by the AL-Diwanyah governorate council in the implementation of their descisions and duties and to be firm in resolving disputes between its members without any indulgence in relation to defaulters . the researcher has find out a matrix through which the council can reconcile between the leadership styles and the objectives of local administration .
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Snavely, William B., and John D. McNeill. "Communicator Style and Social Style." Journal of Leadership & Organizational Studies 14, no. 3 (December 18, 2007): 219–32. http://dx.doi.org/10.1177/1071791907308464.

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Poiroux, Dominique. "Western and Chinese style management." Annales des Mines - Gérer et comprendre 100, no. 2 (2010): 48. http://dx.doi.org/10.3917/geco.100.0048.

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崔 勝淏. "The Misunderstood Japanese Style Management." Japanese Modern Association of Korea ll, no. 47 (February 2015): 405–26. http://dx.doi.org/10.16979/jmak..47.201502.405.

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Pertiwi, Bestarindra Ramadhania, Chaska Fayza Setyawan, Dhiya Fauziyyah Sudirman, and Diah Puspita Sari. "MANAGEMENT STYLE DIAGNOSTIC TEST (MSDT)." Flourishing Journal 2, no. 1 (January 3, 2022): 43–52. http://dx.doi.org/10.17977/um070v2i12022p43-52.

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Abstrak: Artikel ini mengemukakan review sistematis dari hasil penelitian mengenai alat ukur pada MSDT (Management Style Diagnostic Test). Alat tes psikologi berfungsi sebagai pengungkap aspek psikologis individu. MSDT merupakan salah satu tes yang mengukur gaya kepemimpinan individu yang didasarkan oleh tiga dimensi yang ditemukan oleh W.J Reddin atau Bill Reddin. Tujuan dari penelitian ini adalah mengetahui seberapa efektif penggunaan alat ukur MSDT di masa kini. Pencarian beberapa artikel ini menggunakan akses pencarian internet dari database Google scholar pada kurun waktu 1975 hingga tahun 2020 dengan kata tes psikologi, MSDT, tes kepemimpinan. Berdasarkan hasil penelaah tersebut dapat diperoleh 5 artikel yang memenuhi kriteria yang ditetapkan. Hasil dari 5 penelitian tersebut menunjukkan bahwa alat ukur MSDT masih memiliki keefektifan dalam mengukur gaya kepribadian dalam kepemimpinan Kata kunci: tes psikologi, MSDT, tes kepemimpinan
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Johnson, Chalmers. "Japanese-Style Management in America." California Management Review 30, no. 4 (July 1988): 34–45. http://dx.doi.org/10.2307/41166525.

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Bakhtari, Hassan. "Cultural Effects on Management Style." International Studies of Management & Organization 25, no. 3 (September 1995): 97–118. http://dx.doi.org/10.1080/00208825.1995.11656662.

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Wathen, Gillian. "Arthritis Self-Management — American Style." British Journal of Occupational Therapy 48, no. 5 (May 1985): 129–30. http://dx.doi.org/10.1177/030802268504800502.

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