Purpose - This paper aims to examine the relationship between self-efficacy and the outcomes that individuals achieve when they manage conflict at work. The authors propose that self-efficacy is related to performance following a positive linear or curvilinear model depending on the outcomes assessed (objective versus subjective outcomes) and the conflict setting considered (transaction versus dispute). Design/methodology/approach - Two studies were conducted. Study 1 was a face-to-face transaction in which self-efficacy was measured using a survey. In study 2, participants were involved in a dispute and their self-efficacy was manipulated using a false feedback technique. Findings - Results suggest that high self-efficacy participants obtain better objective (economic/sbbstantive) outcomes. However, there is a curvilinear relationship, in a U-inverted shape, between self-efficacy and subjective (relational) outcomes, indicating that an increase in self-efficacy improves subjective outcomes, but there are certain levels at which self-efficacy may be dysfunctional. Originality/value - Recent controversial findings in research into the relationship between self-efficacy and performance are addressed in these studies. The present paper is one of the first to explore the role of self-efficacy in a dispute and to consider the effects of self-efficacy on subjective outcomes. Practical implications are discussed in light of the results.

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Conflict,Negotiating,Management effectiveness

• Ciências da Comunicação - Ciências Sociais