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Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

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  • Ka Chan
  • Xu Huang
  • Peng Ng

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  • Ka Chan & Xu Huang & Peng Ng, 2008. "Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust," Asia Pacific Journal of Management, Springer, vol. 25(2), pages 277-295, June.
    • Handle: RePEc:kap:asiapa:v:25:y:2008:i:2:p:277-295
    DOI: 10.1007/s10490-007-9037-4
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    References listed on IDEAS

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    1. Jiing-Lih Farh & Bor-Shiuan Cheng, 2000. "A Cultural Analysis of Paternalistic Leadership in Chinese Organizations," Palgrave Macmillan Books, in: J. T. Li & Anne S. Tsui & Elizabeth Weldon (ed.), Management and Organizations in the Chinese Context, chapter 4, pages 84-127, Palgrave Macmillan.
    2. Guoquan Chen & Chunhong Liu & Dean Tjosvold, 2005. "Conflict Management for Effective Top Management Teams and Innovation in China," Journal of Management Studies, Wiley Blackwell, vol. 42(2), pages 277-300, March.
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    Cited by:

    1. Agarwal, Upasna A. & Gupta, Vishal, 2015. "Examining the Mediating and Moderating Effects of Engagement and Conscientiousness for the Job Characteristics and Intention to Quit Relationship," IIMA Working Papers WP2015-03-04, Indian Institute of Management Ahmedabad, Research and Publication Department.
    2. Bai, Yuntao & Lin, Li & Li, Peter Ping, 2016. "How to enable employee creativity in a team context: A cross-level mediating process of transformational leadership," Journal of Business Research, Elsevier, vol. 69(9), pages 3240-3250.

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