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PurposeThe paper aims to investigate whether differences exist in the conflict management styles exhibited by male and female managers at different organizational levels in Uganda.Design/methodology/approachUsing samples from organizations within Uganda, the paper utilizes the Rahim Organization Conflict Inventory to collect data.FindingsIndependent sample t‐tests of the hypotheses reveal that basically no statistically significant differences exist in the way men and women in Uganda handle conflict when dealing with subordinates, peers, or supervisors.Research limitations/implicationsResearch is restricted to a convenience sample of educated working men and women in the greater Kampala urban area. The findings serve to dispel the widely held myth that women in Uganda use significantly different management styles than men because of the patrilineal nature of the male dominated society.Practical implicationsThe paper shows that Ugandan women exhibit little difference from their male counterparts in how they deal with conflict. They also have much in common with their female counterparts in the developed world in confronting gender based discrimination in the workplace.Social implicationsThe findings of this paper neutralize some of the negative connotations about women in Uganda and may help lead to a protracted campaign to change the attitudes toward women in this patriarchal society.Originality/valueLittle is known in Africa about the conflict management styles of women because they are only now becoming a significant element in the economies of developing countries. This paper fills some of gaps.

PurposeThe paper looks at the tensions and conflict between work and family life that arise from work intensification in higher education, in the particular context of Portuguese academe. Drawing on the concept of work‐family culture, the paper aims to discuss its influence on the level of work‐family conflict and the effectiveness of work‐family policies.Design/methodology/approachThe study was conducted in a Portuguese university. Data were collected from 32 in‐depth interviews with faculty members from different backgrounds and affiliations.FindingsThe preservation of traditional gender roles in the family as well as a work‐family culture that is largely family‐unfriendly helps to understand the tensions and conflict between academic work and family life. These tensions are mainly felt by women particularly mothers of dependent children. The data also suggest that work‐family policies are fruitless unless they are supported by a positive work‐family culture.Research limitations/implicationsStudy limited to a single university.Originality/valueThe paper provides evidence of the cumulative effect of the traditional division of gender roles in the family and a negative work‐family culture in the organization in contributing to increasing levels of work‐family conflict, particularly in a context of work intensification.