@2024 Afarand., IRAN
ISSN: 2228-5468 Education Strategies in Medical Sciences 2015;7(6):353-360
ISSN: 2228-5468 Education Strategies in Medical Sciences 2015;7(6):353-360
Correlation of Conflict Management Styles in the Medical Universities and Cultural Intelligence
ARTICLE INFO
Article Type
Original ResearchAuthors
Azizi Nejad B. (* )Mehdizade A. (1 )
Jenaabadi H. (2 )
(* ) Educational Sciences Department, Human Sciences Faculty, Payame Noor University, Tehran, Iran
(1 ) Educational Sciences Department, Human Sciences Faculty, Urmia Branch, Islamic Azad University, Urmia, Iran
(2 ) Educational Sciences Department, Education and Psychology Faculty, Sistan and Balochestan University, Zahedan, Iran
Correspondence
Address: No. 16, Second Alley,Badi’ei Street, Qavion Bridge, Urmia, IranPhone: +98 4433482621
Fax: +982188957948
bahareh19@gmail.com
Article History
Received: October 18, 2014Accepted: November 30, 2014
ePublished: February 4, 2015
ABSTRACT
Aims
Cultural intelligence is a factor that plays an important role in the effectiveness of
managers and the types of deal with conflicts. This study aimed to investigate the correlation
between cultural intelligence on and effectiveness of managers and conflict management
styles in the universities.
Materials & Methods This descriptive-correlational study was done on 30 managers and 180 employees of Urmia Payame Noor University in 2014. Data were collected by Cultural Intelligence Questionnaire developed by Ang & L. Van Dyne and the Conflict Management Styles Questionnaire developed by Putnam and Wilson, and the Effectiveness Questionnaire developed by Pardakhtchi. Data were analyzed using descriptive and inferential statistics analysis (Pearson Correlation Coefficient, stepwise regression analysis, analysis of variance and Tukey test).
Findings There was a significant correlation between cultural intelligence and effectiveness of managers with a confidence level of 0.95 (p=0.011; r=0.288). There was a significant correlation between motivational and meta-cognitive components of cultural intelligence with effectiveness of managers, but, there was no significant difference between behavioral (p=0.130; r=0.173) and cognitive (p=0.231; r=0.136) component of cultural intelligence with effectiveness of managers. Also, The relationship between cultural intelligence with solutions-oriented styles (p=0.012; r=0.281) and control (p=0.003; r=0.328) was significant, but no significant correlation was found between cultural intelligence and nonavoidance style (p=0.685; r=0.046).
Conclusion There is a correlation between cultural intelligence and conflict management styles and control but not with non-confrontational style.
Materials & Methods This descriptive-correlational study was done on 30 managers and 180 employees of Urmia Payame Noor University in 2014. Data were collected by Cultural Intelligence Questionnaire developed by Ang & L. Van Dyne and the Conflict Management Styles Questionnaire developed by Putnam and Wilson, and the Effectiveness Questionnaire developed by Pardakhtchi. Data were analyzed using descriptive and inferential statistics analysis (Pearson Correlation Coefficient, stepwise regression analysis, analysis of variance and Tukey test).
Findings There was a significant correlation between cultural intelligence and effectiveness of managers with a confidence level of 0.95 (p=0.011; r=0.288). There was a significant correlation between motivational and meta-cognitive components of cultural intelligence with effectiveness of managers, but, there was no significant difference between behavioral (p=0.130; r=0.173) and cognitive (p=0.231; r=0.136) component of cultural intelligence with effectiveness of managers. Also, The relationship between cultural intelligence with solutions-oriented styles (p=0.012; r=0.281) and control (p=0.003; r=0.328) was significant, but no significant correlation was found between cultural intelligence and nonavoidance style (p=0.685; r=0.046).
Conclusion There is a correlation between cultural intelligence and conflict management styles and control but not with non-confrontational style.
CITATION LINKS
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[35]Prince MJ, Felder RM. Inductive teaching and learning methods: Definitions, comparisons, and research bases. J Engin Educ. 2006;95(2):123-38.
[36]Riggio R, Reichard R. The emotional and social intelligences of effective leadership. J Manag Psychol. 2008;3:169-85.
[37]Roberson Q, Park H. Examining the link between diversity and firm performance: The effects of diversity reputation and leader racial diversity. Group Organ Manag. 2007;32:548-68.
[38]Moghimi M, Khanifar H, Arabi Khan M. Investigating the relationship between personality style and management effectiveness of the public organizations. J Pub Admin. 2009;1(1):87-104. [Persian]
[39]Wong C, Law K. The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. Leadersh Q. 2002;13(3):243-74.
[40]Ting-Toomey S, Yee-Jung KK, Shapiro RB, Wright TJ, Oetzel G. Ethnic/cultural identity salience and conflict styles in four US ethnic groups. Int J Intercultur Relat. 2000;24(1):47-81.
[2]Kaushal R, Kwantes CT. The role of culture and personality in choice of conflict management strategy. Int J Intercultur Relat. 2006;30(5):579-603.
[3]Naeeji M, Abbas Ali Zadeh M. Cultural intelligence, coping with inconsistencies. Tadbir. 2007;18(181):20-3.
[4]Somech A, Desivilya H, Lidogoster H. Team conflict management and team effectiveness: The effects of task interdependence and team identification. J Organ Behav. 2009;30(3):359-78.
[5]Janssens M, Brett JM. Cultural intelligence in global teams: A fusion model of collaboration. Group Organ Manag. 2006;31(1):124-53.
[6]Earley PC. Redefining interactions across cultures and organizations: Moving forward with cultural intelligence. Res Organ Behav. 2003;24(1):271-99.
[7]Kulinna PH, Donetta DJ. Physical education teachers’ self-reported use and perceptions of various teaching styles. Learn Instruct J. 2003;13(6):597-609.
[8]Rosenfeld LB, Richman JM, Bowen GL. Social support networks and school outcomes: The centrality of the teacher. Child Adolescent Soc Work J. 2000;17(3):205-26.
[9]Earley PC, Peterson RS. The elusive cultural chameleon: Cultural intelligence as a new approach to intercultural training for the global manager. Acad Manag Learn Educ. 2004;3(1):100-15.
[10]Moshabaki A, Tizro A. The effect of emotional and cultural intellignce on the success of global class level of leaders. Daneshvar. 2010;17(44):237-250. [Persian]
[11]Zhang LF. Do personality traits make a difference in teaching styles among Chinese high school teachers?. Pers Individ Differ. 2007;23(4):669-79.
[12]Ang S, Van DL, Koh C. Cultural intelligence: Its measurement and effects on cultural judgment and decision making cultural adaptation and task performance. Manag Organ Rev. 2007;3(3)335-71.
[13]Ang S, Dyne VL, Koh C. Personality correlates of the four factor model of cultural intelligence. Group Organ Manag. 2006;31(1):100-23.
[14]Trigwell K, Prosser M, Waterhouse F. Relations between teachers’ approaches to teaching and students’ approaches to learning. High Educ. 1999;37(1):57-70.
[15]Taslimi MS, Gholipour A, Verdinejad F, Menaleagha M. Provide solutions for government managers to promote cultural intelligence in international affairs. Manag Res. 2010;2(4):29-57. [Persian]
[16]Crown KA.What leads to cultural intelligence?. Business Horizons. 2008;51(5):391-9.
[17]Griffer MR, Perlis SM. Developing cultural intelligence in preservise speech-language pathologists and educators. Commun Disord Q. 2007;29(1):28-35.
[18]Crown KA. The relationship among social intelligence, emotional intelligence, cultural intelligence and cultural exposure. Organ Manag J. 2009;6(3):148-63.
[19]Richlin L, Cox MD. Improving the teaching learning connection. J Excellence College Teach. 1994;5(1):1-6.
[20]Darling JR, Walker WE. Effective conflict management: Use of the behavioral style model. Leadersh Organ Dev J. 2001.22(5):230-75.
[21]Morhed G. Organizational Behavior. Alvani SM, Memarzadeh GhR. (Translators). Tehran: Tehran University Publication; 2013. [Persian]
[22]Grasha AF. The dynamics of one-on-one teaching. College Teach .2003;50(4):139-46.
[23]Grasha AF. A matter of style: The teacher as expert, formal authority, personal model, facilitator, and delegator. College Teach. 1994;42(4):142-9.
[24]Deng L, Gibson P. A qualitative evaluation on the role of cultural intelligence in cross-cultural leadership effectiveness. Int J Leadersh Stud. 2008;3(2):181-97.
[25]Sternberg JR. Successful intelligence: Finding a balance. Trends Cogn Sci. 1999;3(11):436-42.
[26]Tan JS. Issues & observations: Cultural intelligence and the global economy. Leadersh Act. 2004;24(5):19-21.
[27]Ramsey JR, Leonel JN, Gomes GZ. Cultural intelligence's influence on international business traveler's stress. Cross Cultur Manag Int J. 2011;18(1):21-37.
[28]Davis KD. Sex, gender and cultural intelligence in the Canadian Forces. Common wealth Compar Politics. 2009;47(4):430-55.
[29]Abbaszadeh MM, Asgarian M. (Editors). Educational management. Urmia: Urmia University Publication; 2005. [Persian]
[30]Templer KJ, Tay C, Chandrasekar A. Motivational cultural intelligence, realistic job preview realistic living conditions preview and cross-cultural adjustment. Group Organ Manag. 2006;31(1):154-71.
[31]Kankanhalli A, Tan B, Wei K. Conflict and performance in global virtual teams. J Manag Inf Sys. 2007;23(3):237-74.
[32]Razavi H. Effect of intelligence types (Math, emotional, cultural and spiritual) [Dissertation]. Tehran: Tehran University; 2007. [Persian]
[33]Moon T. Organizational cultural intelligence: Dynamic capability perspective. Group Organ Manag. 2010;35:456-93.
[34]Kozan MK. Cultural Influences on Styles of Handling Interpersonal Conflicts: Comparisons Among Jordanian, Turkish, and U.S. Managers. Human Relash. 1989;4(9):787-99.
[35]Prince MJ, Felder RM. Inductive teaching and learning methods: Definitions, comparisons, and research bases. J Engin Educ. 2006;95(2):123-38.
[36]Riggio R, Reichard R. The emotional and social intelligences of effective leadership. J Manag Psychol. 2008;3:169-85.
[37]Roberson Q, Park H. Examining the link between diversity and firm performance: The effects of diversity reputation and leader racial diversity. Group Organ Manag. 2007;32:548-68.
[38]Moghimi M, Khanifar H, Arabi Khan M. Investigating the relationship between personality style and management effectiveness of the public organizations. J Pub Admin. 2009;1(1):87-104. [Persian]
[39]Wong C, Law K. The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. Leadersh Q. 2002;13(3):243-74.
[40]Ting-Toomey S, Yee-Jung KK, Shapiro RB, Wright TJ, Oetzel G. Ethnic/cultural identity salience and conflict styles in four US ethnic groups. Int J Intercultur Relat. 2000;24(1):47-81.