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

机译：权力和冲突干预策略的基础：土耳其管理者研究

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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.
机译：目的-本研究旨在为下属冲突中的管理干预提供一种影响视角，这有助于在单个模型中表示文献中确定的各种策略。然后，经理的权力基础与他们的干预策略有关。根据社会判断理论，将下属职位定位作为调节变量进行研究。设计/方法/方法-来自土耳其多个组织的39名主管和他们的165名下属使用关键事件技术填写了一份报告主管的权力基础及其干预策略的问卷。调查结果-上级的指称权导致下属之间发生冲突时进行调解。但是，随着下属职位定位的增加，调解减少，而重组，仲裁和教育策略增加。后一种策略主要依靠经理的报酬能力。下属对调解的满意度最高，而当主管们远离冲突时，其满意度最低。研究的局限性/意义-本研究只能测试作为锚定变量的逐步调节的调节作用。未来的研究可能会关注争端是在公开还是私下处理以及当事方是否具有竞争，协作或妥协风格的锚定效应。实际意义-对经理进行调解的培训在他们在处理下属冲突中起着重要作用的文化中可能至关重要。此类培训可能必须考虑到其更广泛的影响力策略和权力使用。原创性/价值-影响力的观点有助于整合文献中的大量管理干预策略。此外，锚定效应为经理使用较少合作下属的更强力干预提供了理论解释。

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