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A systematic review aimed at bringing together empirical evidences of conflict resolution styles used by men and women was carried out. It consisted of 28 published studies as well as four indigenous dissertations obtained from searching relevant databases. The review suggested that in home setting, women and men both collaborated while resolving conflicts, with men being more competitive. At workplace, gender differences diminished, with men or women being more dominating as managers, and more accommodating as subordinates. This is indicative of the significance of the power, role and setting in determination of the conflict resolution style. Unexplained directions of the empirical research (i.e., situations, types of conflicts, functions, effects and personality traits) as determinants of CRS have been discussed. Moreover, the outcome (i.e., satisfaction or distress, effectiveness and hostility) can particularly be assessed to ascertain constructive or destructive conflict resolution styles.
Keyterms: Conflict resolution, compromising, avoiding, constructive, destructive
Conflict is unavoidable phenomenon in the form of disagreements, dislikes, and arguments that prevails at all levels of human interactions: personal, professional, family, and social relationships. Conflicts occur at homes, public places and workplaces; between family member, spouses, coworkers, and peers and even between nations (Straus, 1980). Conflict is referred to as a state of opposition between two or more individuals and can be a difference over objectives, expectations or goals between persons or groups (Rahim, 2003). Conflicts at the work place decreases productivity as well as personal relationship quality associated with distress (Gauhar & Amjad, 2004). Conflict is an independent variable of organizational behavior and a significant determinant of productivity, efficiency, performance and job satisfaction (Turkalj, Fosic, & Dujak, 2008). Every organization goes through many conflicts between various employees on daily basis. Even though conflicts cannot be avoided, it can be managed timely. Conflict management means to design effective strategies to minimize the dysfunctions and enhance the constructive functions of organizational conflicts in order to increase performance of organization and its members (Rahim, 2002).
Diverse models of handling interpersonal conflict have been proposed in literature. Deutsch (1949) first suggested the two factors cooperative- competitive model of conflict management. Putnam and Wilson (1982) identified three styles of conflict resolution i.e., non-confrontation, solution-orientation, and control. Lawrence and Lorsch (1967) suggested different styles i.e., confrontation, forcing and smoothing...