Working with foreign managers : conflict management for effective leader relationships in China

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

31 Citations (Scopus)

Abstract

Given the susceptibility of cross-cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.
Original languageEnglish
Pages (from-to)265-286
Number of pages22
JournalInternational Journal of Conflict Management
Volume16
Issue number3
DOIs
Publication statusPublished - 1 Jul 2005

Fingerprint

conflict management
Managers
manager
leader
China
employee
Personnel
incident
Statistical tests
statistical test
Productivity
productivity
Conflict management
industry
interaction
Employees
Industry
Incidents

Keywords

  • Conflict management
  • Effective leadership
  • Foreign managers

Cite this

@article{1c19a8c0a412467a8854ce3c305ed8bf,
title = "Working with foreign managers : conflict management for effective leader relationships in China",
abstract = "Given the susceptibility of cross-cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.",
keywords = "Conflict management, Effective leadership, Foreign managers",
author = "CHEN, {Yifeng, Nancy} and TJOSVOLD, {Dean William} and SU, {Fang, Sofia}",
year = "2005",
month = "7",
day = "1",
doi = "10.1108/eb022932",
language = "English",
volume = "16",
pages = "265--286",
journal = "International Journal of Conflict Management",
issn = "1044-4068",
publisher = "Emerald Group Publishing Ltd.",
number = "3",

}

Working with foreign managers : conflict management for effective leader relationships in China. / CHEN, Yifeng, Nancy; TJOSVOLD, Dean William; SU, Fang, Sofia.

In: International Journal of Conflict Management, Vol. 16, No. 3, 01.07.2005, p. 265-286.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

TY - JOUR

T1 - Working with foreign managers : conflict management for effective leader relationships in China

AU - CHEN, Yifeng, Nancy

AU - TJOSVOLD, Dean William

AU - SU, Fang, Sofia

PY - 2005/7/1

Y1 - 2005/7/1

N2 - Given the susceptibility of cross-cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.

AB - Given the susceptibility of cross-cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.

KW - Conflict management

KW - Effective leadership

KW - Foreign managers

UR - http://commons.ln.edu.hk/sw_master/2305

U2 - 10.1108/eb022932

DO - 10.1108/eb022932

M3 - Journal Article (refereed)

VL - 16

SP - 265

EP - 286

JO - International Journal of Conflict Management

JF - International Journal of Conflict Management

SN - 1044-4068

IS - 3

ER -