Conflict behaviors of difficult subordinates

• Craig Monroe ^[1] ; Mark G. Borzi ^[2] ; Vincent S. DiSalvo ^[3]
  1. [1] Marshall University

     Marshall University

     Estados Unidos

     
  2. [2] University of Hartford

     University of Hartford

     Town of West Hartford, Estados Unidos

     
  3. [3] University of Nebraska System

     University of Nebraska System

     Estados Unidos

     

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• Localización: Southern communication journal, ISSN 1041-794X, Vol. 54, nº 4, 1988, págs. 311-329
• Idioma: inglés
• Texto completo no disponible (Saber más ...)
• Resumen

  • Existing models of conflict resolution/management make assumptions regarding personal and relational variables which make them inappropriate for many important conflict situations. This study examined one such situation—conflict between supervisors and “difficult” subordinates. The authors discovered four patterns of difficult subordinate behavior—apparent compliance, relational leverage, alibis, and avoidance—which differ markedly from those assumed by most models of conflict resolution. These results are discussed with a particular view toward future research and theory building.