Bases of power and conflict intervention strategy: a study on Turkish managers

Name: Bases of power and conflict intervention strategy: a study on Turkish managers
Author: Kozan, M. K., Ergin, Canan, Varoglu, K.

İsim	Bases of power and conflict intervention strategy: a study on Turkish managers
Yazar	Kozan, M. K., Ergin, Canan, Varoglu, K.
Basım Tarihi:	2014-01
Basım Yeri	- Emerald Group Publishing
Konu	Bases of power, Conflict, Mediation, Social judgment theory, Third party intervention, Turkey
Tür	Süreli Yayın
Dil	İngilizce
Dijital	Evet
Yazma	Hayır
Kütüphane:	Özyeğin Üniversitesi
Demirbaş Numarası	1044-4068
Kayıt Numarası	75bb76e7-15b6-4f0e-a961-6b55ed994f44
Lokasyon	Psychology
Tarih	2014-01
Örnek Metin	Purpose – This study aims to develop an influence perspective for managerial intervention in subordinates conflicts, which helps to represent various strategies identified in the literature in a single model. Managers' power base was then related to their intervention strategies. Drawing upon Social Judgment Theory, anchoring of subordinates positions is studied as a moderating variable.Design/methodology/approach – Thirty nine supervisors and their 165 subordinates from several organizations in Turkey filled out a questionnaire reporting power base of supervisor and their intervention strategy utilizing the critical incident technique.Findings – Referent power of superior led to mediation in subordinates' conflicts. However, mediation decreased while restructuring, arbitration, and educative strategies increased with increased anchoring of subordinates' positions. These latter strategies mostly relied on reward power of manager. Subordinate satisfaction was highest with mediation and lowest when supervisors distanced themselves from the conflict.Research limitations/implications – The present study could only test the moderating effect of escalation as an anchoring variable. Future studies may look at the anchoring effect of whether the dispute is handled in public or in private, and whether the parties have a competing versus collaborative or compromising styles.Practical implications – Training of managers in mediation may be essential in cultures where they play a focal role in handling subordinates conflicts. Such training may have to take into account their broader influence strategies and use of power.Originality/value – An influence perspective is useful in integrating the vast array of managerial intervention strategies in the literature. Furthermore, the anchoring effect provides a theoretical explanation for managers' use of more forceful intervention with less cooperative subordinates.
DOI	10.1108/IJCMA-05-2012-0041
Cilt	25

Kaynağa git Özyeğin Üniversitesi

Aramaya Dön

Özyeğin Üniversitesi

Kaynağa git

Bases of power and conflict intervention strategy: a study on Turkish managers

Yazar Kozan, M. K., Ergin, Canan, Varoglu, K.

Basım Tarihi 2014-01

Basım Yeri - Emerald Group Publishing

Konu Bases of power, Conflict, Mediation, Social judgment theory, Third party intervention, Turkey

Tür Süreli Yayın

Dil İngilizce

Dijital Evet

Yazma Hayır

Kütüphane Özyeğin Üniversitesi

Demirbaş Numarası 1044-4068

Kayıt Numarası 75bb76e7-15b6-4f0e-a961-6b55ed994f44

Lokasyon Psychology

Tarih 2014-01

Örnek Metin Purpose – This study aims to develop an influence perspective for managerial intervention in subordinates conflicts, which helps to represent various strategies identified in the literature in a single model. Managers' power base was then related to their intervention strategies. Drawing upon Social Judgment Theory, anchoring of subordinates positions is studied as a moderating variable.Design/methodology/approach – Thirty nine supervisors and their 165 subordinates from several organizations in Turkey filled out a questionnaire reporting power base of supervisor and their intervention strategy utilizing the critical incident technique.Findings – Referent power of superior led to mediation in subordinates' conflicts. However, mediation decreased while restructuring, arbitration, and educative strategies increased with increased anchoring of subordinates' positions. These latter strategies mostly relied on reward power of manager. Subordinate satisfaction was highest with mediation and lowest when supervisors distanced themselves from the conflict.Research limitations/implications – The present study could only test the moderating effect of escalation as an anchoring variable. Future studies may look at the anchoring effect of whether the dispute is handled in public or in private, and whether the parties have a competing versus collaborative or compromising styles.Practical implications – Training of managers in mediation may be essential in cultures where they play a focal role in handling subordinates conflicts. Such training may have to take into account their broader influence strategies and use of power.Originality/value – An influence perspective is useful in integrating the vast array of managerial intervention strategies in the literature. Furthermore, the anchoring effect provides a theoretical explanation for managers' use of more forceful intervention with less cooperative subordinates.

DOI 10.1108/IJCMA-05-2012-0041

Cilt 25