The aim in this study was to investigate the effect of self-efficacy, as an individual predisposition, on preference of conflict-handling style, and also to explore whether or not the presumed relationships would differ according to the relative authority position of the two parties (superior versus peer). The sample was composed of 205 participants working in a textile manufacturing company. Rahim's Organizational Conflict Scale (1983) and the General Self-efficacy Scale (Schwarzer & Jerusalem, 1993, 2000) were used to measure conflict-handling style and self-efficacy, respectively. Hierarchical regression analyses revealed that individuals high in self-efficacy are likely to use an integrating style for handling conflict with peers, whereas, when conflict occurs with superiors, individuals low in self-efficacy prefer to use compromising and/or avoiding styles. However, the effects of self-efficacy on dominating and obliging conflict-handling styles were found not to be significant with either superiors or peers.