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    The relationship between interpersonal conflict and workplace bullying : what roles do conflict management style and coping resources play in the prevention of workplace bullying? : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Albany, Auckland, New Zealand. EMBARGOED until 1 February 2026.
    (Massey University, 2023-05-09) Hadadian, Zagross
    Workplace bullying is a prevalent organizational problem with significant detrimental effects on individuals and organizations. While scholars have acknowledged that workplace bullying may stem from interpersonal conflict, little research has been conducted on the mechanism through which this occurs. Furthermore, there are few studies that have focused on identifying prevention strategies that could address workplace bullying caused by interpersonal conflict. Although scholars have recommended the use of problem solving as a means of preventing workplace bullying caused by interpersonal conflict, its importance as a preventive measure has not been fully acknowledged by scholars and practitioners. Specifically, there is a need for further research to determine how effective problem solving is in addressing various forms of interpersonal conflict in preventing workplace bullying. Moreover, there is a lack of investigation into how organizations can promote the adoption of problem-solving conflict management as a preventive strategy. Drawing on stress theories and models (such as cognitive appraisal theory and the ARCAS model), this study tested the role of problem-solving conflict management as a coping mechanism and ethical leadership and psychological safety as coping resources in the relationship between task/relationship conflict as a work stressor and workplace bullying. Using structural equation modelling and survey data from 456 employees based in New Zealand, this study found that psychological safety through problem solving moderated the relationship between task conflict and exposure to/enactment of workplace bullying behaviors. However, psychological safety did not moderate the relationship between relationship conflict and the enactment of workplace bullying behaviors through problem solving. Additionally, ethical leadership through problem solving moderated the relationship between task conflict and exposure to/enactment of workplace bullying behaviors. Ethical leadership through problem solving moderated the relationship between relationship conflict and enactment of workplace bullying behaviors. However, neither ethical leadership nor psychological safety moderated the relationship between relationship conflict and exposure to workplace bullying behaviors through problem solving. This study makes three important theoretical contributions. First, this study opens up a new theoretical line by investigating workplace bullying as a strain outcome of interpersonal conflict. Second, this study extends our knowledge about the development of workplace bullying caused by interpersonal conflict by examining the influential role of coping resources on the selection of problem-solving conflict management style as a coping mechanism. Third, by collecting data about exposure to workplace bullying behaviors and enactment of workplace bullying behaviors, this study contributes to a better understanding of how workplace bullying develops. Alongside these theoretical contributions, this study also makes a practical contribution. This study examines the influence of coping resources that can influence the selection of a potentially effective conflict management style to cope with interpersonal conflicts as antecedents of workplace bullying. Therefore, the adoption of any coping resources that significantly encourage an effective conflict management style can be used as a workplace bullying preventive measure by organizations.
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    An exploration of occupational personality traits and communicative competence in New Zealand leaders and non-leaders : a thesis presented in partial fulfilment of the requirements for the degree of Master of Science in Psychology, Massey University, Palmerston North, New Zealand. EMBARGOED until further notice.
    (Massey University, 2015) Schischka, Caroline E
    The thesis reports New Zealand empirical research on leadership and its antecedents in terms of occupation-relevant personality traits and communicative competence. Objectives of the project were to: (i) explore the demographic differences in personality traits and communicative competence; (ii) investigate the difference between leaders and non-leaders in terms of personality and communicative competence; (iii) examine whether patterns of relationships among personality and communicative competence variables differ between leaders and non-leaders. These objectives govern research that aims at alleviating the current scarceness in New Zealand organisational psychology literature regarding personality traits and communicative competence of leaders. In a cross-sectional, correlational design, the Business Attitudes Questionnaire was used as a personality inventory, and the Political Skill Inventory as a measure of particular segments of communicative competence. Findings showed that males scored higher on Openness than females; age and work experience were both significantly positively related with Extraversion. When comparing leaders versus non-leaders, leaders scored higher on Emotional Stability, Extraversion, Professionalism and Networking Ability than non-leaders. The personality traits Extraversion, Altruism and Conscientiousness were significantly positively related to the four aspects of Ferris' "political skill" as an aspect of communicative competence. There were systematic differences found between leaders and non-leaders regarding the correlational pattern between personality and communicative competence. Relationships between Altruism, Conscientiousness, and Openness, on one hand, and all four aspects of "political skill", on the other, were stronger for leaders than non-leaders. A few relationships – such as those between Extraversion, Emotional Stability and Professionalism, on one hand, and some aspects of "political skill" – were higher among non-leaders. These findings are discussed in terms of their convergence with and divergence from the existing literature. Limitations of the present study are critically scrutinised, followed by extrapolations for future research. Overall, the research identified a clear need for further examination into psychological predictors and concomitants of leadership such as personality and communicative competence in the New Zealand working environment.