When accommodating during workplace conflict is destructive: how organizational status and gender interact

Purpose – This study investigates the relationship between accommodating behaviors as a response to workplace conflict and destructive outcomes. Using the foundation of social exchange theory, we investigate the role of gender and organizational status in this relationship. Design/methodology/approach – Our sample of Australian supervisors and managers (n = 430) was provided by an HR consulting firm providing conflict management training. We used a regression-based bootstrapping technique to test all hypothesized relationships between the self-reported survey measures of trust, accommodating, gender, the organizational roles of the conflict parties and destructive outcomes. Findings – Our findings lend support for the proposition that gender may influence the social exchange equation so that destructive outcomes for accommodating a supervisor during workplace conflict increase for female managers but decrease for male managers. Practical implications – Organizations should be aware that accommodating a supervisor during workplace conflict may lead to different outcomes for male and female managers. Organizations should educate supervisors about gendered dynamics in conflict resolution to prevent unintended consequences. As accommodation from female managers tends to lead to destructive outcomes, it suggests a potential bias in how their conciliatory behavior is perceived. Originality/value – This study contributes to the literature by shedding light on the adverse outcomes of accommodating behaviors and how gender expectations influence the way accommodating behaviors are perceived and rewarded.