Content area
Full text
Introduction
Frontline management refers to second- and first-level staff who are responsible for the supervision of employees and the production of goods and services (Teague and Roche, 2012). In this regard, a frontline manager (FLM) is a leader who is responsible for a work group, where employees working under him or her do not have leadership roles. Thus, an FLM has diversified roles such as managing routine operations and people (Mintzberg, 1980). Brewster et al. (2013) describe FLMs as translators and responsible leaders who convert policies into actions; however, Hales (2005) argues that an FLM is an “organizational leader” who motivates people by igniting passion and inspiring subordinates. Another study describes FLMs’ role as a “whole series of small actions which managers undertake on a daily basis that have a major impact on the employees” (Purcell et al., 2003). Leaders respond to problems by harmonizing misunderstandings, easing tensions and resolving difficulties through punishment, reward, encouragement and support (Fisher, 2000). According to Northouse (2007), leadership theories can be classified as trait, behavioral, contingency and transformational. Other than such theories, leadership styles are taken into consideration (Wright and Nishii, 2007). For example, Bass (1985) describes a three-dimensional model of leadership styles, which include transformational leadership (TFL), transactional leadership (TCL) and laissez-faire leadership (LZF) styles. Such leadership styles are developed to reduce turnover numbers, provide employees with satisfaction at work and enhance organizational commitment, behavior, managerial performance, job involvement and performance (Kark et al., 2003).
Conflicts can be handled with five distinctive styles: integration, domination, obligingness, compromise and avoidance (Rahim, 2002). The integration and obligingness styles are considered to be constructive handling styles and are associated with transformational leaders who are more facilitative in nature (Hendel et al., 2005). Further, transactional leaders use the compromise style, whereas avoidance is associated with the LZF style. Thus, characteristics, personality traits, conflict-handling styles (CHSs) and demographics affect conflict management (Gbadamosi et al., 2014).
Relationship building among the employees of an organization is vital for success (Knapp et al., 1988). Researchers have found that nearly 75 per cent of negative interfaces at work concern managers, subordinates and coworkers (Penney and Spector, 2005). Many types of conflict exist, but the frequency of relationship conflict (RLC) is higher than...