Resumen de Conflict behaviors of difficult subordinates
Craig Monroe, Mark G. Borzi, Vincent S. DiSalvo
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.
