Results Correlations Table 1 Correlations Between Agreeableness and Conflict Strategies

1. Agree to Disagree? Agreeableness and Social Self-Efficacy as Predictors of Negative Conflict Resolution Strategies Ryan D. Field*, Marla Reese-Weber, Renée M. Tobin, Rebecca Denney, & Michael Nigro • Introduction • Research suggests that both Agreeableness and social self-efficacy predict conflict resolution strategy use. Conflict resolution becomes particularly important during emerging adulthood when social relationships expand and become more self-selected (i.e., go beyond schools and neighborhoods; Arnett, 2000). Studied across several age ranges and relationship dyads, individuals high in Agreeableness tend to adopt positive conflict resolution strategies (e.g., negotiation and problem solving) in order to maintain smooth social relationships, whereas individuals who are lower in Agreeableness are more likely to use negative conflict resolution strategies (e.g., threats and coercion; Jensen-Campbell, Graziano, & Hair, 1996; Jensen-Campbell et al., 2003; Jensen-Campbell & Graziano, 2001). • Derived from social cognitive theory, research concerning social self-efficacy and conflict resolution has not produced as consistent results. Some previous research indicates that social self-efficacy is positively related to constructive conflict resolution (Desivilya & Eizen, 2005; Vera et al., 2004), whereas others found that high social self-efficacy can lead to aggression (Orobio de Castro et al., 2007). • In the present study the interaction between Agreeableness and social self-efficacy was examined as a predictor of conflict resolution strategies. The criterion variables were conflict resolution strategies measured by vignettes and questionnaires. • Method • Participants • The sample consisted of 699 university students (249 men, 444 women, 6 unknown) with a mean age of 19.24 (SD = 1.34). Participants were predominantly Caucasian (80.3%) and nearly half were freshmen (47.8%). • Measures • The Big Five Inventory (John & Srivastava, 1999 ) was used to assess Agreeableness. • The Scale of Perceived Social Self-Efficacy (Smith & Betz, 2000) was used to assess social self-efficacy. • Conflict Resolution Strategies • The Conflict Resolution Behavior Questionnaire (Rubenstein & Feldman, 1993) assessed attacking, avoidance, and compromise strategies. • Conflict Vignettes (Jensen-Campbell et al., 1996) assessed power assertion, negotiation, and disengagement strategies. • Conflict Resolution Vignettes • As shown in Figure 2, the interaction predicted power assertion strategies, β = -.09, t(688) = -2.52, p = .01. • Simple slopes analyses revealed that social self-efficacy was a significant predictor of power assertion for participants high in Agreeableness, b= -.11, t(688)= -2.18, p= .03, but not for those low in Agreeableness, b= .07, t(688)= 1.36, p= .18. • There was no evidence that the interaction predicted negotiation or disengagement strategies. • Figure 2. The relations among Agreeableness, Social Self-Efficacy, and Power Assertion Strategies. • Discussion • Conflict resolution has a significant influence on the establishment and maintenance of positive relationships (Reese-Weber, 2000). To better understand why some individuals use negative conflict resolution strategies, it is important to understand the mechanisms that are involved in conflict resolution. In the present study, the interaction between Agreeableness and social self-efficacy was examined as a predictor of conflict resolution strategies. • The present study replicated previous research linking Agreeableness to conflict resolution strategies. Although there was no evidence that social self-efficacy had an effect for individuals who were low in Agreeableness, social self-efficacy was influential in the relation for individuals who were high in Agreeableness, such that those who were high in social self-efficacy were significantly less likely to use attacking or power assertion strategies when compared to individuals who were high in Agreeableness and low in social self-efficacy. These results suggest that previous inconsistent results for social self-efficacy may be explained by other constructs related to interpersonal relations, namely Agreeableness. Future studies could examine the interaction longitudinally, in different contexts, and across different relationships. • *Ryan Field is now at Arizona State University. • Results • Correlations • Table 1 • Correlations Between Agreeableness and Conflict Strategies • As expected, Agreeableness was related to most conflict resolution strategies (See Table 1). • Regression Analyses • Gender, Agreeableness, social self-efficacy, and the Agreeableness x social self-efficacy cross product were included. • Conflict Resolution Questionnaires • As shown in Figure 1, the interaction predicted attacking strategies, β = -.08, t(688) = -2.23, p = .03. • Simple slopes analyses revealed that social self-efficacy was a significant predictor of attacking for participants high in Agreeableness, b= -.13, t(688)= -2.69, p= .01, but not for those low in Agreeableness, b= .02, t(688)= .47, p= .64. • There was no evidence that the interaction predicted avoidance or compromise strategies. • Figure 1. The relations among Agreeableness, Social Self-Efficacy, and Attacking Strategies.