Conflict management styles of Turkish managers

ÖZKALP E., Sungur Z., Özdemir A. A.

Journal of European Industrial Training, vol.33, no.5, pp.419-438, 2009 (Scopus) identifier

  • Publication Type: Article / Article
  • Volume: 33 Issue: 5
  • Publication Date: 2009
  • Doi Number: 10.1108/03090590910966571
  • Journal Name: Journal of European Industrial Training
  • Journal Indexes: Scopus
  • Page Numbers: pp.419-438
  • Keywords: Conflict management, Management styles, Organizational conflict, Turkey
  • Anadolu University Affiliated: Yes


Purpose: The aim of this study is to determine Turkish managers' conflict styles in different sectors, namely durable consumer goods, aviation, automotive and banking. Design/methodology/approach: A total of 130 managers' conflict management styles were assessed by applying the Rahim's 1983 Organizational Conflict Inventory-II. Findings: First, integrating and, second, compromising are found to be the most preferred conflict styles of Turkish managers. The other important finding is that preferring obliging styles of conflict management changes according to the status of managers. Obliging is mostly used when the conflict partner has an upper level status. Research limitations/implications: Additional data from cross-cultural studies are needed to form a comprehensive understanding of conflict management styles. Also, the number of respondents in the study is not enough to generalize the findings; additional data from different sectors could make the findings more valid. Practical implications: There seems to be a need for seminars or practice-oriented workshops on evaluating and understanding the nature of conflict and learning to manage conflict as a beneficial and creative process for the betterment of both individuals in organizations and organizations themselves. Originality/value: The study provides a revised base for cross-cultural conflict management studies and also highlights the national dynamics of Turkish managers' relationships, especially for international investors. © Emerald Group Publishing Limited.