Mediating Effect of Communication Behavior Between Tolerance For Ambiguity And Conflict Management Style

Shamala Ramasamy, Irene Sandra Fabian, Shalini Munusamy, Alyssa Ding Yen Lyn

Abstract


Conflict emerges from a diverse range of communication behaviors that give rise to interpersonal issues. Employees exhibit diverse conflict management styles, shaped by individual tolerance for ambiguity. Recognizing tolerance for ambiguity helps predict employees’ preferred conflict resolution style, although this depends on their specific communication behaviors. This study examines whether communication behavior mediates the relationship between tolerance for ambiguity and conflict management styles among Malaysian employees. Using a cross-sectional design, data from 109 employees were analyzed with PROCESS Macro for mediation effects. Validated questionnaires were self-administered by includes Rahim’s Organizational Conflict Inventory – II, Multiple Stimulus Type Ambiguity Tolerance – II and the Workplace Communication Behaviour Inventory. While no indirect effects were found across four conflict management styles, a notable result emerged for the compromising style, which showed a significant direct and indirect effect. Communication behavior was found to reduce the influence of tolerance for ambiguity on the use of the compromising style. These findings suggest that improving communication skills may help Malaysian employees handle conflicts more effectively in ambiguous situations, fostering a more productive work environment. The significance of this study is that communication behavior reduces the effect of tolerance for ambiguity on one's tendency to use the compromising style of conflict management. Malaysian organizations should train employees to enhance their communication skills for managing conflicts more effectively in ambiguous situations, thereby fostering more productive and conflict-free environments.


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