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ERIC Number: ED357252
Record Type: Non-Journal
Publication Date: 1993
Pages: 14
Abstractor: N/A
Reference Count: N/A
Conflict Management Styles as Reflections of Jungian Personality Type Preferences of the Cooperative Extension's North Central Region Directors and District Directors. Summary of Research SR 71.
Earnest, Garee W.; And Others
A descriptive-correlational study was conducted to explore and describe interpersonal conflict management styles, identify psychological type preferences, and examine the relationships between conflict management styles and psychological type preferences as well as selected demographic characteristics of the Cooperative Extension Service's North Central Region Directors and District Directors. Study participants were the 12 extension directors and the 68 district directors within region; completed self-report survey forms were obtained from 78 of these 80 administrators (98 percent). The questionnaires used were the Myers-Briggs Type Indicator Form G and the Rahim Organizational Conflict Inventories-II. The demographic variables of role status, gender, age, educational degree, major area of study, and tenure were included in the study, with the majority of participants being male, about 51 years of age, holding advanced degrees in the social sciences. Some of the findings were as follows: (1) directors and district directors preferred to use the integrating conflict management style in conflict situation; (2) the majority of the administrators were of the thinking/judging personality style, indicating they make logical, objective, and tough-minded decisions and prefer a decisive, structured, and organized environment; (3) administrators who favored the intuitive style were more apt to use the integrating conflict management style when confronted with a conflict situation; (4) administrators who favored the judging preference were more apt to avoid conflict situations; (5) as tenure in extension increased, the more the administrators preferred to use the avoiding conflict management style; and (6) administrators tended to use the integrating and obliging conflict management styles less as their tenure in an administrative position increased. Recommendations were made to help administrators to understand the strengths and weaknesses inherent within each of the five conflict management styles and work toward being able to use each style appropriately depending upon the situation. (Contains 14 references.) (KC)
Publication Type: Reports - Research
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: Ohio State Univ., Columbus. Dept. of Agricultural Education.
Identifiers - Assessments and Surveys: Myers Briggs Type Indicator