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A STRUCTURAL EQUATIONS MODEL OF LEADER POWER, SUBORDINATES' STYLES OF HANDLING CONFLICT, AND JOB PERFORMANCE

A STRUCTURAL EQUATIONS MODEL OF LEADER POWER, SUBORDINATES' STYLES OF HANDLING CONFLICT, AND JOB... This study tested a structural equations model of the five French and Raven bases of supervisory power coercive, reward, legitimate, expert, and referent, styles of handling conflict with supervisor problem solving and bargaining, and job performance. Employees N 1,116 completed questionnaires on power and conflict styles, and their job performance was evaluated by their respective supervisors N 398. The data were aggregated for the subordinates associated with a given manager N 398 to make sure that independent observation assumption is not violated. The LISREL 8 analysis of data indicates that legitimate power influenced referent power positively and coercive power negatively, and reward and legitimate powers positively influenced expert power, which in turn, positively influenced referent power. Referent power, in turn, positively influenced problem solving i.e., using more integrating and less avoiding styles and negatively influenced bargaining i.e., using more dominating and less obliging styles conflictmanagement styles, and finally, problem solving style, but not bargaining style, positively influenced job performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Conflict Management Emerald Publishing

A STRUCTURAL EQUATIONS MODEL OF LEADER POWER, SUBORDINATES' STYLES OF HANDLING CONFLICT, AND JOB PERFORMANCE

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References (62)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1044-4068
DOI
10.1108/eb022855
Publisher site
See Article on Publisher Site

Abstract

This study tested a structural equations model of the five French and Raven bases of supervisory power coercive, reward, legitimate, expert, and referent, styles of handling conflict with supervisor problem solving and bargaining, and job performance. Employees N 1,116 completed questionnaires on power and conflict styles, and their job performance was evaluated by their respective supervisors N 398. The data were aggregated for the subordinates associated with a given manager N 398 to make sure that independent observation assumption is not violated. The LISREL 8 analysis of data indicates that legitimate power influenced referent power positively and coercive power negatively, and reward and legitimate powers positively influenced expert power, which in turn, positively influenced referent power. Referent power, in turn, positively influenced problem solving i.e., using more integrating and less avoiding styles and negatively influenced bargaining i.e., using more dominating and less obliging styles conflictmanagement styles, and finally, problem solving style, but not bargaining style, positively influenced job performance.

Journal

International Journal of Conflict Management – Emerald Publishing

Published: Mar 1, 2001

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