Actual and Ideal Conflict Styles and Job Distress in a Health Care Organization

Abstract

Employees (N = 176) of a large metropolitan health care corporation completed the Thomas-Kilmann Conflict Mode Inventory (TKI; K. W. Thomas & R. H. Kilmann, 1974), and the authors computed scores on each of 5 characteristic conflict styles (competing, collaborating, compromising, accommodating, and avoiding). Respondents again completed the TKI, this time by identifying their ideal conflict styles. Participants also provided ratings of job distress and demographic information. Compromising and avoiding were the most strongly endorsed actual conflict styles, and avoiding was the most strongly endorsed ideal conflict style. Respondents viewed their ideal conflict style as more competitive, less collaborative, and more avoidant than their actual conflict style. Job distress did not correlate with actual or ideal conflict styles. However, participants whose actual conflict style matched their ideal conflict style reported lower distress, especially if they perceived a high level of destructive conflict in their work environment. Distress was also lowest for respondents in high managerial positions and respondents who had been in the organization for a short time.

Keywords:

• conflict styles
• job burnout
• self-discrepancy