Substantive and Relational Outcomes of Self-Efficacy in Organizational Conflicts

38 Pages Posted: 6 Jun 2005

See all articles by Francisco J. Medina

Francisco J. Medina

University of Seville - Department of Social Psychology

Lourdes Munduate Jaca

University of Seville - Department of Social Psychology

Date Written: June 1, 2005

Abstract

Although some organizational studies have found a positive relation between self-efficacy and performance, recent research has shown that high self-efficacy could be dysfunctional in mixed motive situations, such as conflict and negotiation (Seijts, Latham & Whyte, 2000). This study analyzes the relationship between self-efficacy, conflict behavior and effectiveness in an organizational conflict. Subjects were asked to solve a conflict with a subordinate (a confederate) in a computer-mediated negotiation setting. Self-efficacy expectancies were induced using a false feedback technique. Results showed that: firstly, high self-efficacy enables higher substantive outcomes to be obtained; secondly, self-efficacy does not have a negative effect on relational outcomes; thirdly, high self-efficacy subjects had higher satisfaction levels than low self-efficacy subjects, and fourthly, gender differences were found in the use of avoiding behaviors to handle the conflict: low self-efficacy men used more avoiding behaviors than low self-efficacy women.

Keywords: Self-efficacy, conflict behavior, organizational conflict

Suggested Citation

Medina Díaz, Francisco José and Munduate Jaca, Lourdes, Substantive and Relational Outcomes of Self-Efficacy in Organizational Conflicts (June 1, 2005). Available at SSRN: https://ssrn.com/abstract=735103 or http://dx.doi.org/10.2139/ssrn.735103

Francisco José Medina Díaz (Contact Author)

University of Seville - Department of Social Psychology ( email )

Camilo Jose Cela s/n
Sevilla, 41018
Spain

Lourdes Munduate Jaca

University of Seville - Department of Social Psychology ( email )

Camilo Jose Cela s/n
Sevilla, 41018
Spain

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