The influence of organizational power on conflict dynamics
| DOI | https://doi.org/10.1108/00483480610682307 |
| Date | 01 September 2006 |
| Pages | 589-603 |
| Published date | 01 September 2006 |
| Author | Renee de Reuver |
| Subject Matter | HR & organizational behaviour |
The influence of organizational
power on conflict dynamics
Renee de Reuver
Department of Human Resource Studies, Tilburg University,
Tilburg, The Netherlands
Abstract
Purpose – The purpose of this study is to gain more insight in how line managers react to power use
of superiors and subordinates in conflict situations.
Design/methodology/approach – The data was collected from 488 line managers; the majority of
these managers worked in business services and non-profit organizations. To measure the reaction of
the line manager, the “Test for handling common organizational conflicts” was used, which
incorporates a response factor (conflict style) and a situation factor (a combination of the opponent’s
behaviour and the organizational position).
Findings – The results showed, as expected, that managers’ dominant or submissive reactions to
opponents’ dominant or submissive behaviour depend on opponents’ power positions. The predicted
directions of these relationships were that managers would react more complementarily to their
superiors and would react more reciprocally to their subordinates. The hypotheses on the
complementary reaction to superiors were supported. Managers submissiveness was more and
dominance less with dominant superiors than with submissive superiors, and vice versa. Managers’
reciprocal reaction in conflicts with subordinates was found for managers’ submissiveness, but not for
their dominant behaviour. The results showed complementary interactions, namely, managers
dominate more with submissive subordinates than with dominant subordinates.
Originality/value – This study shows the structuring role of the hierarchal relationship in conflict
interactions, and the prevailing position of complementary conflict patterns between managers and
their superiors. The results supported the theoretical propositions in most cases, and they provide a
better understanding of the use of dominance and submissiveness by managers.
Keywords Line managers, Conflictresolution, Organizational behaviour
Paper type Research paper
Introduction
In many organizations, the management of human resources (e.g. selection, appraisal,
compensation, and training) is viewed as the line manager’s responsibility (Storey,
1992). These managers have to deal with different participants (subordinates,
supervisors) who often have sharply diverging agendas, values, perspectives, and
goals. A key issue for the manager is, therefore, whether and in which fashion the
conflict of interests between such stakeholders can be managed constructively in a way
that minimizes harm and maximizes benefit for the participants and the organization.
The way line managers interact with these participants has a significant impact on the
implementation of human resource practices (Storey, 1992). Managing interpersonal
conflicts, therefore, is an essential item of line managers’ “human resource” tasks.
Given that the way in which line managers handle conflicts can have far-reaching
effects on the effectiveness of the organization and the well-being of other members of
the organization (Yukl and Tracey, 1992), it is useful to gain more insight into line
managers’ conflict handling. Conflicts can be defined as the parties’ awareness of
opposition of goals, values, opinions, or activities (Deutsch, 1973; Putnam and Poole,
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0048-3486.htm
Organizational
power on conflict
dynamics
589
Personnel Review
Vol. 35 No. 5, 2006
pp. 589-603
qEmerald Group Publishing Limited
0048-3486
DOI 10.1108/00483480610682307
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