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Abstract. A sports team represents a formal group that faces certain tasks. One of the important parameters of the in-group relationships is its management. Previous studies indicated an association between management styles in the sports organization and certain athletes' characteristics. The aim of the present study was to determine the existence of significant differences between certain management styles (autocratic, democratic, and integrative) in relation to participants' sports status (active athletes or sports officials), gender, and type of sports that male athletes are involved in (football, handball, and basketball). The sample consisted of 136 participants, 92 team sports athletes and 44 sports officials (sport club managers and coaches from Niš). Of the participants, 113 were male, and 23 were female. The most important results of this study show that there is no statistically significant difference in terms of management style preference between sports officials and active athletes, and the female participants preferred autocratic and democratic styles more than the male participants. There are differences between the athletes from various team sports, and differences of preferences in the integrative management style are the least notable.Key words: sports team, management style, gender, type of sports.

PurposeUsing a sample of about 323 Italian companies and 423 managers from July 2020–March 2021, the work tests hypotheses on reliability of The Open MOOd Questionnaire. Data collected are analyzed by a psychometric model and a latent trait is found. Results are verified and validated. Moreover, external robustness is assured by comparing the Rasch Analysis results with other statistical methods.Design/methodology/approachThe purpose of this paper is to measure the level of openness of managers through the Open MOOd Questionnaire. Which aspects allow us to identify different management styles, and if the "openness" characterizes specific clusters of managers.FindingsThe study shows that the openness attitude in the professional activity of the managers is very high. The Open MOOd Questionnaire can be improved by considering some dichotomic items.Practical implicationsThe study highlights the model proposed identifies the Open Manager's competencies, and identifies teaching methods for their development.Originality/valueThe authors propose a new model to study openness. Diagnostic tools of consolidated statistical methods show that the Open MOOd Questionnaire is an effective tool to evaluate the openness.

Management style is distinctive and relatively stable behaviour of the manager affecting the employees of the subordinate group. Management style involves personal interactions as well as in a large extent a manager spontaneous reaction in a direct contact with the subordinates. The theoretical part of this work has aimed at presenting problems of management styles and discussed the factors influencing the choice of management style. Furthermore, it provides the leader with the selected concepts and management styles. Particular attention was paid to the Blake Mounton Managerial Grid and W.J. Redline Concepts. The research part presents of the author's own research and the results obtained by graduates preparing their works under the direction of the author, which are based on the Blake Mounton Managerial Grid. The surveys were conducted among managers of All types of companies (small, medium, large) and different types of public institutions (Police, City Council, Fire Station). These results were contrasted with the results of the management styles presented in the works of other Polish authors. The analysis of the own results and other writers indicates that the most identified style is democratic style. While the studies of other authors show the frequent use of this style but also pay attention to using participation and firefighter management styles. ; peer-reviewed

Drawing on years of experience helping conflicted congregations, Speed B. Leas helps readers to assess their conflict response and discover options appropriate to different levels of conflict. This new edition contains an improved Conflict Strategy Instrument, revised to reflect new learnings and more accurately describe your conflict management style.

Purpose– The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates).Design/methodology/approach– Middle-level managers (N= 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles.Findings– Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates.Originality/value– Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).