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Team Conflict, Integrative Conflict-Management Strategies, and Team Effectiveness: a Field Study

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Team Conflict, Integrative Conflict-Management Strategies, and Team Effectiveness: a Field Study University of Tennessee, Knoxville TRACE: Tennessee Research and Creative Exchange Doctoral Dissertations Graduate School 8-1999 Team Conflict, Integrative Conflict-Management Strategies, and Team Effectiveness: A Field Study DonnaMaria Christina Vigil-King University of Tennessee, Knoxville Follow this and additional works at: https://trace.tennessee.edu/utk_graddiss Part of the Industrial and Organizational Psychology Commons Recommended Citation Vigil-King, DonnaMaria Christina, "Team Conflict, Integrative Conflict-Management Strategies, and Team Effectiveness: A Field Study. " PhD diss., University of Tennessee, 1999. https://trace.tennessee.edu/utk_graddiss/4018 This Dissertation is brought to you for free and open access by the Graduate School at TRACE: Tennessee Research and Creative Exchange. It has been accepted for inclusion in Doctoral Dissertations by an authorized administrator of TRACE: Tennessee Research and Creative Exchange. For more information, please contact [email protected]. To the Graduate Council: I am submitting herewith a dissertation written by DonnaMaria Christina Vigil-King entitled "Team Conflict, Integrative Conflict-Management Strategies, and Team Effectiveness: A Field Study." I have examined the final electronic copy of this dissertation for form and content and recommend that it be accepted in partial fulfillment of the equirr ements for the degree of Doctor of Philosophy, with a major in Industrial and Organizational Psychology. Eric Sundstrom, Major Professor We have read this dissertation and recommend its acceptance: Joyce Russell, Dudley Dewhirst, Tom Ladd Accepted for the Council: Carolyn R. Hodges Vice Provost and Dean of the Graduate School (Original signatures are on file with official studentecor r ds.) To the GraduateCouncil: I am submittingherewith a disseration written by DonnaMaria Christina Vigil-Kingentitled "TeamConflict, Conflict Management Strategies,and Team Effectiveness: A Field Study." I have examined the final copy of this dissertationfor form and content and recommend that it be accepted in partialfulfillment of the requirementsfor the degree of Doctor of Philosophy, with a major in Industrial/OrganizationalPsychology. We have read this dissertation and recommend its acceptance: Accepted forthe Council: �,(/ Associate Vice Chancellor and Dean of The Graduate School TEAMCONFLICT, INTEGRATIVECONFLICT-MANAGE1v.lENT STRATEGIES,AND TEAMEFFECTIVENESS: A FIELD STUDY A Dissertation Presented forthe Doctor of Philosophy Degree The Universityof Tennessee,Knoxville DonnaMaria C. Vigil-King August, 1999 Copyright©DonnaMaria C. Vigil-King, 1999 All rights reserved ii TO Rosemary, Bill, and Neah, my beaconson a foggynight. My father who took me to work before it was "cool. " My God, my family, and the friendswho anchor me. In Memoryof Dolores Vigil, My strongest supporter; I only wish you were here to see this in more than spirit. iii ACKNOWLEDGMENTS Thereare so many people who made this accomplishment possible. I would first like to thank my wonderfulhusband, William A. Kingill, fornever allowing me to lose sightof my goal. His unwaveringfaith in my abilities allowed me to believe in myself even when the task seemed insurmountable. He is a constantsource of strength, love, and devotion. Without him, I wouldn't smile as brightly, or laugh as loudly. Thereare .many faculty, staff, and students at the Universityof Tennessee who had a significantimpact on my graduatecareer. FirstI would like to thank my committee members, Eric Sundstrom,Dudley Dewhirst, Tom Ladd, and Joyce Russell. I am forever gratefulto Eric Sundstrom. Since my firstyear in the programhe has stood by me, encouraged me, developed me, and challenged me. He has provided me with invaluable experiences and opportunities in both the research and the practice ofI/0 psychology. He is a great teacher, mentor, and friend. I owe much of my success to him. I would also like to thank Dudley Dewhirst, who showed a genuine interest in this study when I firstproposed it. It was his initial interest that oftenkept me motivated while I was collecting data. Inaddition, Dudley's comments and suggestions throughout the. course of the project were insightfuland invaluable. Tom Ladd deserves my gratitudefor holding me to a standard of excellence and foroffering support and counselwhen economic hardship almost necessitated me leaving the program. He gave me the "breathingroom" I needed to start a business that would support my family for several years. iv I also cannotsay enoughabout Joyce Russell. From the beginning, she provided me with the opportunityto collect meaningfulteam data. Without her support on my first team research project, my dissertationwould never have come to :fruition. Her comments andfeedback have always been insightfuland thought provoking. I would like to thank members of the ManagementDepartment, the IvlBA program, the MAcc program, and the Engineering program. Without the support of Gary Dicer, BruceBehn, andElaine Seat,I would not have obtained a sample forthis study. All threewere verygenerous with their support andencouragement. SeveralIndustrial andOrganizational Psychology graduatestudents were also instrumentalin thesuccess of this project andI would like to thank them: Danielle Adams, Kate Atchley, Chad Roedder, andDebrah Zegelbone Migetz. Additional faculty too numerous to list fromall of the mentioned programswere also instrumental in this study, as were the engineering facilitators. I would also like to thank the students of the above mentioned programsfor taking the time to complete surveys. Without their responses, there would have been no study. In addition to my committeemembers and the variousparticipating departments, I would like to thankthe Department of Managementsecretaries, June Trbovich, Jackie Cook, andCarolyn Alfred for all their support and encouragement. Their support, when it came time to distributegift certificates to the students, preventing me frompostponing the project. June is especially near anddear to my heart. From the moment I started applying to the Industrial andOrganizational Program until now, she has never wavered in her support. Her family is verylucky to have her, as is the 1/0"family." V I would also like to thankAnn Lacava. Her willingnessto forgefor a solution that would benefitall partiesinvolved, her tender and thoughtfulway of helping manage stress, andher guidance in finalizingthis document are unforgettable. Family andfriends have been my foundation. Without their support I could not have succeeded or flourished. My heartfeltthanks to the friendsI met in graduateschool: Danielle Adams, Joe Clark, LauraDavenport, Jackie DeMatteo,Lillian Eby, Stephen Gaby, LauraGniatczyk, Todd Little, Sabine Maetzke, Paul andDebrah Migetz, Chad Roedder, andDavid Vermillion. I also wantto thank those individuals that have been partof my foundationfor years: John andLyndia Dew, Cyndiand Randy Greenleaf,Alan andJanet Hecht, Jim andNorma Dar, Stephanie Myers, Steve, Karla, Eric, andMick Polillo, PamThurman, andSteve Valdez. To those that have encouragedand mentored me: Bob Greenberg,Bob Maddox, Leigh Thompson,and Michael Passer many thanks. Finally, I would like to express my greatestappreciation to my family. My sister Rosemaryhas always made my life a joy. My brotherMatthew has always made my life a "hoot." My brother Danreminds me that success in lifeis a lot of luck. My fatherand Marti, who have provided a sourceof comfort when things got rough. Adelaide Crain, who has always triedto do theright thing. And my extended family, who have helped me create fondmemories of laughter, roasting chiles, biscochitos, andshared superstitions. vi ABSTRACT A longitudinal fieldstudy examinedteam effectiveness, including both performanceand viability, in relation to teamconflict management strategies and three typesof teamconflict. Hypotheses predictedthat integrativeconflict-management strategieswould correlatewith teamperformance and viability, andthat these relationships would vary with the level andtype of team conflict. Teamsusing integrativeconflict managementstyles were expected to have higher performanceand viability thanteams using less integrativestyles. When higher levels of relationship conflictwere perceived by the team, the performanceand viability of teamsusing a more integrativestrategy would be higherthan teams using less a integrativestrategy. Finally, the performanceof teamsusing more integrative strategywould be higher thanteams usingless integrativestrategy, when higher levels of task conflict are perceived by the team. Participants forthis study were 323 student members of 77 intact instructional teams. Individualmembers completed questionnairesmid-semester andlate semester. Thequestionnaire was used to assess all variables expect performance: threeconflict­ managementstrategies - collaborative, compromising, andavoiding; threetypes of conflict- relationship, task, andprocess; andteam viability. Team performancewas assessed throughinstructors' grades, andwere standardizedwithin their respective courses. Participating teams were fromgraduate programsin business administrationand accounting, andundergraduate engineering andbusiness administration courses. From 50% to 100% of the students' gradeswere dependent on teamperformance. vii Results showed that perceived relationship conflictand task conflictwere both significantlyand inversely related to team viability. Relationship conflictwas more predictive of viability thantask conflict. The relationship between integrativeconflict­
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