Author: Reuver, Renee de

Source: Personnel Review, Volume 35, Number 5, 2006 , pp. 589-603(15)

Publisher: Emerald Group Publishing Limited

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: Conflict resolution; Line managers; Organizational behaviour

Document Type: Research article

DOI: http://dx.doi.org/10.1108/00483480610682307

Publication date: 2006-09-01

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