Symmetry, inclusion and workplace conflicts: conflict management effects of two leadership strategies on employee advocacy and departure

Abstract

PurposeThis research aims to examine how two management strategies (symmetrical communication and inclusive management) work in handling workplace conflicts (interpersonal/organizational levels), especially with regard to employee advocacy and job turnover intentions.Design/methodology/approachA total of three employee survey datasets were used to test hypotheses and research questions. Two secondary datasets were obtained in South Korea (N = 600 and N = 285), and one dataset was collected in the USA (N = 381). A series of hierarchical multiple regressions were performed for each dataset.FindingsAll three studies showed that interpersonal workplace conflict increased not only job turnover but also advocacy. In addition, in South Korean employees, both symmetrical communication and inclusive management increased employee advocacy and decreased job turnover intentions. However, in the US data, only symmetrical communication had such effects, enhancing employee advocacy and lowering job turnover intentions.Originality/valueThe study provides insights for practitioners into how to handle workplace conflicts from the perspective of communication (symmetrical communication) and/or behavioral strategies (inclusive management). Also, as an index to examine the effectiveness of management strategies, this study suggests advocacy behavior of employees given its effect of “rallying the troops.”