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Impact of Conflict Management Styles on Team Effectiveness in Textile Sector of Pakistan

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Author(s): Shamaila Gull | Habib-ur- Rehman | Syeda Farheen Batul Zaidi

Journal: International Journal of Business and Management
ISSN 1833-3850

Volume: 7;
Issue: 3;
Date: 2012;
Original page

ABSTRACT
The rationale of this study is to catch sight of causal relationship between conflict management styles and teameffectiveness and elucidate particular style’s impact on team effectiveness and give management insight intoparticular style that can either stir up team’s performance or hamper its progress.Apart from examiningcorrelation between conflict management styles and team effectiveness, diverse factors like gender, designation,income level and age were also scrutinized to unearth factors which ostensibly propel an individual to pursue aspecific conflict management style. Internationally devised questionnaire was deployed to ascertain numericalscore of both qualitative variables. Research was conducted on basis of random sampling. Total sample size ofresearch is 220. Respondents include employees working in various textile firms operating in Pakistan.Statistical tests serving purpose of this study are Pearson’s Chi-Square Test, Yates Chi-Square Test, Crammer’scoefficient of contingency, Pearson Coefficient of mean-squared contingency. Data analysis also includesregression analysis of data, correlation coefficients and development of linear regression models. The finalanalysis revealed moderate effect of conflict management style on team effectiveness. Collaborative andAccommodating style of team effectiveness found to be highly positively associated with team effectiveness.Competing style demonstrated insignificance relation to team effectiveness. Compromising style revealednegative association while avoiding style exhibited high negative correlation with team effectiveness. Age,Gender, Income level and Designation were not found to have an influence on particular conflict managementstyle being pursued by individuals.
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