KOREAN LEADERS (AND SUBORDINATES) CONFLICT MANAGEMENT

The first of two exploratory studies investigated the conflict management approaches of 310 South Korean leaders. Each recalled the most recent dispute they had encountered either between two subordinates or between a subordinate and a person outside the workgroup (i.e., an outsider). Subsequently,...

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Bibliographic Details
Published inThe International journal of conflict management Vol. 10; no. 2; pp. 130 - 153
Main Authors Kim, Nam-Hyeon, Sohn, Dong-Won, Wall, James A
Format Journal Article
LanguageEnglish
Published Bowling Green MCB UP Ltd 01.04.1999
Emerald Group Publishing Limited
Subjects
Conflict management
Conflict resolution
Conflicts
Confucianism
Disputes
European literature
Leadership
Managers
Mediators
Organizational behavior
Power
Studies
Subordinates
South Korea
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Summary:The first of two exploratory studies investigated the conflict management approaches of 310 South Korean leaders. Each recalled the most recent dispute they had encountered either between two subordinates or between a subordinate and a person outside the workgroup (i.e., an outsider). Subsequently, they reported the techniques used to manage the dispute. As predicted, the leaders were more assertive in managing subordinate-subordinate conflicts. Unexpectedly, they also pressed their own subordinates quite forcefully in the subordinate-outsider disputes. The second study investigated subordinates' interventions in their leaders' disputes. In these conflicts, subordinates adopted a low-key shuttle diplomacy; meeting separately with the parties, listening to their opinions, transmitting these to the other side, and calling for each side's empathy and understanding.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:1044-4068
1758-8545
DOI:10.1108/eb022821