Team role preference and conflict management styles

Aitor Aritzeta, Sabino Ayestaran, Stephen Swailes

Research output: Contribution to journalArticlepeer-review

36 Citations (Scopus)


In the context of the widespread and extensive use of team work in organizations this study analyses the relationship between individual team role preference and styles of managing interpersonal conflict. Data were collected from 26 work teams containing 169 individuals at two times four months apart. Results show that team role preference is related to Dominating, Integrating, Avoiding, Compromising and Obliging conflict management styles. Moreover, two different effects were observed over time. Firstly, at Time 2 an increase in the role clarity (reduction of role ambiguity) of team members was observed. Secondly, time pressure and team learning processes moderated the relationship between team roles and conflict managing style. Results have theoretical as well as practical implications for team building programmes in search of integrative solutions to conflict.

Original languageEnglish
Pages (from-to)157-182
Number of pages26
JournalInternational Journal of Conflict Management
Issue number2
Publication statusPublished - 2005
Externally publishedYes


Dive into the research topics of 'Team role preference and conflict management styles'. Together they form a unique fingerprint.

Cite this