Emotional consequences of self-efficacy in conflict management

Abstract

management situation. General self-efficacy was assessed using the Cuestionario de Eficacia Negociadora (CEN), and a false-feedback technique was used to induce specific self-efficacy. General and specific self-efficacy had differential effects upon the dependent variables. High general and specific self-efficacy increased involvement with the conflict management task. High general self-efficacy led to higher reports of disgust and less perceived relational effectiveness. Positive specific self-efficacy led to higher reports of enjoyment and negotiation satisfaction, while negative self-efficacy increased reports of disgust, anger and surprise. Gender had mediating effects on perceived effectiveness. Implications of these findings for the understanding of the role of self-efficacy in conflict management are discussed. management situation. General self-efficacy was assessed using the Cuestionario de Eficacia Negociadora (CEN), and a false-feedback technique was used to induce specific self-efficacy. General and specific self-efficacy had differential effects upon the dependent variables. High general and specific self-efficacy increased involvement with the conflict management task. High general self-efficacy led to higher reports of disgust and less perceived relational effectiveness. Positive specific self-efficacy led to higher reports of enjoyment and negotiation satisfaction, while negative self-efficacy increased reports of disgust, anger and surprise. Gender had mediating effects on perceived effectiveness. Implications of these findings for the understanding of the role of self-efficacy in conflict management are discussed.