The Moderating Role of Affective Interpersonal Conflict on Managerial Decision-making and Organizational Performance in Private Sector Organizations: A Study of Ghana

Abstract

The issue of interpersonal conflict has been a thorny issue in high-power distant environments due to disagreement and divergence of superior and subordinate views resulting from managerial decision-making. This work looks at the moderating role of affective interpersonal conflict on managerial decision-making and organizational performance. A quantitative methodology was used to sample 197 managers from 10 private sector organizations in Ghana. By means of structural equation modeling and hierarchical regression, findings showed that there is a significant positive relationship between managerial decision-making and how organizations performance. Findings also showed that there is a negative relationship between affective interpersonal conflict and organizational performance. Our major finding revealed that affective interpersonal conflict moderates the relationship between managerial decision-making and organizational performance. The article recommends prudence in decision-making by managers in the sub-Saharan African business environment. Prudent decision-making by managers is akin to ethical decision-making, which resides in moral and theological philosophies that are fundamentally in the realm of management and business and are also concerned with explaining and predicting employees’ actual behaviors.

Description

Keywords

Managerial decision-making, Affective interpersonal conflict, Organizational performance, Sub-Saharan Africa, Ghana

Citation

Endorsement

Review

Supplemented By

Referenced By