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We experimentally investigated the influence of sexual orientation, gender, relationship type, and partner gender on emerging adults' gender-typed conflict management strategies. Our 2 Participant Gender (between-subjects) x 2 Sexual Orientation (between-subjects) x 3 Relationship Context (within-subjects) mixed factorial design addressed whether findings of prior research (Keener & Strough, 2017) with heterosexual emerging adults generalized to Lesbian, Gay, Bisexual, and Queer/Questioning (LGBQ) men and women. Participants ( N = 227; LBQ women = 49; GBQ men = 33; heterosexual women = 70; heterosexual men = 75) were emerging adults from the United States. They read hypothetical conflict scenarios and rated their likelihood of using communal/other-focused or agentic/self-focused strategies. Endorsement of agentic strategies varied depending on sexual orientation, participant gender, and relationship type. However, endorsement of communal strategies only varied by participant gender and relationship type. Our findings support social contextual developmental approaches emphasizing that individual and contextual factors interact to influence gender-typed behavior.

PurposePrevious studies examining the relationship between gender and conflict-management strategies have generally reported weak or inconsistent results. This paper aims to study extends past research by examining the main and interactive effects of gender on conflict-management strategies over time. The authors propose that conflict-management strategies commonly employed in the workplace are impacted by worker gender as predicted by face negotiation theory and vary over time based on the "generation" of the worker.Design/methodology/approachTo test the study hypotheses, a field study was conducted to assess main and interactive effects of gender and generation on the five strategies for conflict management: Integrating, obliging, dominating, avoiding and compromising. Questionnaire data were collected over four decades (1980s-2010s) from employed students (N = 6,613). Data analysis was performed using a multivariate analysis of covariance.FindingsThe results suggest female employees consistently use more noncompeting strategies (integrating, obliging, avoiding and compromising) than male employees and male employees consistently use more competing strategy (dominating) than female employees. All the main and interaction effects were significant.Research limitations/implicationsWhile this study involved primarily students in the USA studying management at two major public universities, there may be implications for a more global population of workers. However, the results support the notion advanced by face negotiation theory that men will generally seek to save face while women will generally avoid conflict in consideration of others.Practical implicationsThis study demonstrates that workers employ different conflict-management strategies over time and the use of certain strategies varies by gender. An implication of this study is the need to regularly reassess selection, training and evaluation processes for managers. In addition, supervisors should encourage employees to enhance the effective use of cooperative (integrating, obliging and compromising) strategies and focus on specific situations when uncooperative strategies (dominating and avoiding) may be needed.Originality/valueBy using face negotiation theory as the organizing framework to examine changes in conflict-management strategies over time, this study contributes in a substantial way to the understanding of how gender and generation interact to influence the selection and use of conflict-management strategies in the workplace.

PurposeThe paper aims to investigate whether differences exist in the conflict management styles exhibited by male and female managers at different organizational levels in Uganda.Design/methodology/approachUsing samples from organizations within Uganda, the paper utilizes the Rahim Organization Conflict Inventory to collect data.FindingsIndependent samplet‐tests of the hypotheses reveal that basically no statistically significant differences exist in the way men and women in Uganda handle conflict when dealing with subordinates, peers, or supervisors.Research limitations/implicationsResearch is restricted to a convenience sample of educated working men and women in the greater Kampala urban area. The findings serve to dispel the widely held myth that women in Uganda use significantly different management styles than men because of the patrilineal nature of the male dominated society.Practical implicationsThe paper shows that Ugandan women exhibit little difference from their male counterparts in how they deal with conflict. They also have much in common with their female counterparts in the developed world in confronting gender based discrimination in the workplace.Social implicationsThe findings of this paper neutralize some of the negative connotations about women in Uganda and may help lead to a protracted campaign to change the attitudes toward women in this patriarchal society.Originality/valueLittle is known in Africa about the conflict management styles of women because they are only now becoming a significant element in the economies of developing countries. This paper fills some of gaps.

Accessing conscious conflict ownershipThe benefits of conscious conflict ownership; Becoming a master negotiator; The negotiation process; Individual planning, preparation, and analysis; Rapport building ; Information exchange; Concessions and compromises; Resolution; Mastering the negotiation process; Attitude is everything; Be ready to hear things that you don't like; Do your homework; Work with the other side, not against them; Seek to understand the cultural and personality factors that may impact the process; Be prepared for dirty negotiation tactics; Learning to listen.

This volume of "Research in Social Movements, Conflicts and Change" explores the important dimension of gender and how women are key contributors to conflict resolution, peace, and social movements throughout the world. Women's networks and their collective activism have increased social justice, peace, and reconciliation in communities. Grassroots initiatives from women groups have positively impacted relationships, peace processes, and peace treaties. The volume includes scholarly research that highlights women's activism in countries such as Sierra Leone, Liberia, El Salvador, Cze

"Seit der Jahrhundertwende zeichnet sich immer deutlicher ein Gestaltwandel von Geschlechterpolitik ab, der möglicherweise in einen Strukturwandel münden wird. Dieser Wandel ist aufs Engste verknüpft mit der Politik des Gender-Mainstreaming. Im Zuge der Implementation von Gender Mainstreaming lässt sich eine wachsende Nachfrage nach einem neuen Wissenstypus 'Gender-Wissen' und einem neuen Kompetenztypus 'Gender-Kompetenz' beobachten; des weiteren ein Professionalisierungsprozess, der sich derzeit u.a. als ein Kampf verschiedener Akteursgruppen um Definitionsmacht darstellt, wer für sich erfolgreich Gender-Kompetenz reklamieren kann. In diesem Prozess sind Frauenbewegung und Frauenpolitikerinnen nur zwei von mehreren konkurrierenden Akteursgruppen. Consulting-Firmen, Unternehmensberatungen und Männer sind hinzugekommen. Gender Mainstreaming hat einen neuen Markt kreiert, mit Gender-Wissen lässt sich Geld verdienen. Der in diesem Rahmen erfolgende Professionalisierungsprozess kommt in professionssoziologisch bekannter Gestalt daher, nicht zuletzt in Form neuer akademischer Ausbildungsgänge, in denen Gender-Kompetenz erworben werden kann. Galt diese vormals als durch frauenpolitisches Engagement verbürgt (ohne dass sie so bezeichnet wurde), so wird sie nun der Tendenz nach über Zertifikate testiert. An die Stelle der Frauenbeauftragten tritt die 'Gender-Change-Managerin' –oder auch der 'Gender-Change-Manager', die oder der in der Lage ist, 'Gender-Budget-Analysen' und ein 'Gender Impact Assessment' durchzuführen. Die Veränderungen auf der semantischen Ebene verweisen auf Veränderungen der Relevanzsetzungen. Mit der Ökonomisierung von Geschlechterpolitik werden zunehmend andere als politische Kompetenzen nachgefragt. Der Vortrag zeichnet die sich abzeichnende Entwicklung einer Professionalisierung und möglichen 'Verbetriebswirtschaftlichung' von Geschlechterpolitik nach und fragt nach den Folgen, die sich daraus für die Codierung der Kategorie Geschlecht ergeben." (Autorenreferat)

This book draws on a wide range of practical examples to describe how conflicts within organisations are traditionally managed and the complementary conflict management methods that can be employed. Stephan Proksch clearly explains these innovative methods and their potential applications. The central focus is on mediation as an effective form of conflict resolution. Discussion and questioning techniques as conflict management tools are explained in simple and concise terms.

Conflict Management is an easy-to-read and high-powered tool for understanding and managing conflict situations. Conflict can spiral out of control, but if you understand how the spiral works you may be able to prevent it from even beginning. In this book you will find many options for managing conflict, including: planning goal setting compromise mediation Expert communicator Baden Eunson also takes an in-depth look at negotiation skills. He offers a visual and fresh approach to the work of strategies and tactics, negotiation styles, the importance of listening and questioning skills, the reasons why the location of negotiation can affect its outcome, and why the phrase 'win-win' is not a cliché but a technique for success.

"Conflict Management" published on by Oxford University Press.