Please use this identifier to cite or link to this item:https://hdl.handle.net/20.500.12259/98022
Type of publication: Straipsnis kituose recenzuojamuose leidiniuose / Article in other peer-reviewed editions (S5)
Field of Science: Psichologija / Psychology (S006)
Author(s): Račelytė, Daiva;Suduika, Julija
Title: Conflict culture and leadership in Vilnius district municipality administration
Is part of: Sytuacje konfliktu społecznego. Przyczyny - Sposoby rozwiązywania - Skutki / pod redakcją Danuty Boreckiej-Biernat. Prace Psychologiczne LXIII, Acta universitatis Wratislaviensis. Nr 3601. Wrocław : Wydawnictwo uniwersytetu Wrocławskiego, 2015
Extent: P. 233-244, 341-342
Date: 2015
Keywords: Organizational conflict;Conflict culture;Leadership dimensions;Transformational leadership
ISBN: 9788322934524
Abstract: The purpose of this study is to investigate some aspects of conflicts and leadership in Vilnius district municipality administration. The relationship between employees' perceptions of organizational conflict culture and line managers' leadership dimensions, or components, was examined. Multifactor Leadership Questionnaire MLQ was used to assess leadership dimensions. Conflict Cultures Scale and Leader Conflict Behaviors Scale (Gelfand ct al., 2012) were used to assess organizational conflict cultures and measure employees' perception of their managers' conflict management behaviors. Results indicated mixed conflict culture in Vilnius municipality district administration. Most respondents identified features of collaborative and avoidant conflict culture in their organization, dominant conflict culture was less expressed, but differences among all three conflict cultures were not statistically reliable. fhc research results allow to state that according to employees' the most expressed manager ' leadership dimensions were management-by-exception, idealized influence, inspirational motivation. The least expressed leadership dimensions were individualized consideration and contingent reward. This research specifically showed relations of leaders' behavior and conflict cultures in organization. Results showed that leadership dimensions correlate with organi~:ational conflict culture and employees' perception of line manager's conflict behavior. Collaborative organi.tational conflict culture was positively related to inspirational motivation, intellectual stimulation, contingent reward and laissez-faire leadership; dominating conflict culture was negatively related to inspirational motivation and contingent reward; avoidant conflict culture was negatively related to laissez-fairc leadership
Internet: https://hdl.handle.net/20.500.12259/98022
Affiliation(s): Mykolo Romerio universitetas
Vytauto Didžiojo universitetas
Švietimo akademija
Appears in Collections:Universiteto mokslo publikacijos / University Research Publications

Files in This Item:
marc.xml6.88 kBXMLView/Open

MARC21 XML metadata

Show full item record

Page view(s)

6
checked on Aug 16, 2019

Google ScholarTM

Check

Altmetric


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.