A structural equations model of leader power, subordinates' styles of handling conflict, and job performance

International Journal of Conflict Management

Volumn 12, Issue 3, 2001, Pages 191-211

  Rahim, M Afzalur ^a,d   Antonioni, David ^b,e,f   Psenicka, Clement ^c  

^a Ctr for Adv Studies in Management   (United States)

^b UNIVERSITY OF WISCONSIN MADISON   (United States)

^c YOUNGSTOWN STATE UNIVERSITY   (United States)

^d WESTERN KENTUCKY UNIVERSITY   (United States)

^e School of Business

^f School of Business ^*

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0035564065     PISSN: 10444068     EISSN: None     Source Type: Journal    
DOI: 10.1108/eb022855     Document Type: Article

References (64)

1. Aguinis, H., Nestler, M. S., Quigley, B. M., Lee, S. J., & Tedeschi, J. T. (1996). Power bases of faculty supervisors and educational outcomes for graduate studies. Journal of Higher Education, 67, 267-297.
2. Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103, 411-423.
3. Bachman, J. G. (1968). Faculty satisfaction and the dean's influence: An organizational study of twelve liberal arts colleges. Journal of Applied Psychology, 52, 55-61.
4. Bachman, J. G., Bowers, D. G., & Marcus, P. M. (1968). Bases of supervisory power: A comparative study in five organizational settings. In A. S. Tannenbaum (Ed.), Control in organizations (pp. 229-238). New York: McGraw-Hill.
5. Bachman, J. G., Smith, C. G., & Slesinger, J. A. (1966). Control, performance, and job satisfaction: An analysis of structural and individual effects. Journal of Personality and Social Psychology, 52, 55-61.
6. Bagozzi, R. P., & Heatherton, T. F. (1994). A general approach to representing multifacted personality constructs: Application to state self-esteem. Structural Equation Modeling, 1, 35-67.
7. Bagozzi, R. P., Yi, Y., & Phillips, L. W. (1991). Assessing construct validity in organizational research. Administrative Science Quarterly, 36, 421-458.
8. Blake, R. R., & Mouton, J. S. (1964). The managerial grid. Houston, TX: Gulf.
9. Burke, R. J. (1970). Methods of resolving superior-subordinate conflict: The constructive use of subordinate differences and disagreements. Organizational Behavior and Human Performance, 5, 393-411.
10. Carson, P. P., Carson, K. D., & Roe, W. (1993). Social power bases: A meta-analytic examination of interrelationships and outcomes. Journal of Applied Social Psychology, 23, 1150-1169.
11. Conrad, C. (1991). Communication in conflict: Style-strategy relationships. Communication Monographs, 58, 135-155.
12. Follett, M. P. (1940). Constructive conflict. In H. C. Metcalf & L. Urwick (Eds.), Dynamic administration: The collected papers of Mary Parker Follett (pp. 30-49). New York: Harper & Row. (original work published 1926)
13. French, J. R. P., Jr., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Ann Arbor, MI: Institute for Social Research.
14. Frost, D. E., & Stahelski, A. J. (1988). The systematic measurement of French and Raven's bases of social power in workgroups. Journal of Applied Social Psychology, 18, 375-389.
15. Gaski, J. F. (1986). Interrelations among a channel entity's power sources: Impact of the exercise of reward and coercion on expert, referent, and legitimate power sources. Journal of Marketing Research, 18, 62-77.
16. Gibson, D. L., Weiss, D. J., Dawis, R. V., & Lofquist, L. H. (1970). Manual for the Minnesota satisfactoriness scale. Minneapolis, MN: University of Minnesota.
17. Goleman, D. (1998). Working with emotional intelligence. New York: Bantum Books.
18. Greene, C. N., & Podsakoff, P. M. (1981). Effects of withdrawal of a performance-contingent reward on supervisory influence and power. Academy of Management Journal, 24, 527-542.
19. Hammock, G. S., & Richardson, D. R. (1991). Aggression as one response to conflict. Journal of Applied Social Psychology, 22, 298-311.
20. Hess, C. W., & Wagner, B. T. (1999). Factor structure of the Rahim Leader Power Inventory (RLPI) with clinical female student supervisee. Educational & Psychological Measurement, 59, 1004-1016.
21. Hinkin, T. R., & Schriesheim, C. A. (1989). Development and application of new scales to measure the French and Raven 1959 bases of social power. Journal of Applied Psychology, 74, 561-567.
22. Hinkin, T. R., & Schriesheim, C. A. (1990). Relationships between subordinate perceptions of supervisor influence tactics and attributed bases of supervisory power. Human Relations, 43, 221-237.
23. Ivancevich, J. M. (1970). An analysis of control, bases of control, and satisfaction in an organizational setting. Academy of Management Journal, 13, 427-436.
24. Jöreskog, K. G., & Sörbom, D. (1994). LISREL 8: Structural equation modeling with the SIMPLIS command language. Chicago: Scientific Software International.
25. Kipnis, D., Schmidt, S. M., & Wilkinson, I. (1980). Intraorganizational influence tactics: Explorations in getting one's way. Journal of Applied Psychology, 65, 440-452.
26. Knapp, R. (1990, Spring). Power tactics. Education Canada, pp. 15-19.
27. Korbanik, K., Baril, G. L., & Watson, C. (1993). Managers' conflict management style and leadership performance: The moderating effects of gender. Sex Roles, 29, 405-420.
28. Lam, S. S. K. (1997). Validity and reliability of the Rahim Leader Power Inventory: An investigation in Hong Kong. International Journal of Management, 14, 643-645.
29. Lawrence, P. R., & Lorsch, J. W. (1967). Differentiation and integration in complex organizations. Administrative Science Quarterly, 12, 1-47.
30. Lee, C. (1990). Relative status of employees and styles of handling interpersonal conflict: An experimental study with Korean managers. International Journal of Conflict Management, 1, 327-340.
31. Levy, M. B. (1989). Integration of lovestyles and attachment styles: Cross-partner influences and a clarification of concepts, measurement, and conceptualization. Unpublished doctoral dissertation, University of South Carolina, Columbia.
32. Likert, R., & Likert, J. G. (1976). New ways of managing conflict. New York: McGraw-Hill.
33. Netemeyer, R. G., Johnston, M. W., & Burton, S. (1990). Analysis of role conflict and role ambiguity in a structural equations framework. Journal of Applied Psychology, 75, 148-157.
34. Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill.
35. Munduate, L., & Dorado, M. A. (1998). Supervisor power bases, co-operative behaviour, and organizational commitment. European Journal of Work and Organizational Psychology, 7, 163-177.
36. Patchen, M. (1974). The locus and basis of influence on organizational decisions. Organizational Behavior and Human Performance, 11, 195-221.
37. Pearce, J. A., II, & Robinson, R. B. (1987). A measure of CEO social power in strategic decision-making. Strategic Management Journal, 8, 297-304.
38. Podsakoff, P. M., Todor, W. D., & Skov, R. (1982). Effects of leader contingent and non-contingent reward and punishment behaviors on subordinate performance and satisfaction. Academy of Management Journal, 25, 810-821.
39. Prein, H. C. M. (1976). Stijlen van conflicthantering [Styles of handling conflict]. Nederlands Tijdschrift voor de Psychologie, 31, 321-346.
40. Rahim, M. A. (1983). A measure of styles of handling interpersonal conflict. Academy of Management Journal, 26, 368-376.
41. Rahim, M. A. (1988). The development of a leader power inventory. Multivariate Behavioral Research, 23, 491-502.
42. Rahim, M. A. (1989). Relationships of leader power to compliance and satisfaction with supervision, Evidence from a national sample of managers. Journal of Management, 15, 545-557.
43. Rahim, M. A. (2001). Managing conflict in organizations (3rd ed.). Westport, CT: Quorum.
44. Rahim, M. A., & Bonoma, T. V. (1979). Managing organizational conflict: A model for diagnosis and intervention. Psychological Reports, 44, 1323-1344.
45. Rahim, M. A., & Buntzman, G. F. (1989). Supervisory power bases, styles of handling conflict with subordinates, and subordinate performance and satisfaction. Journal of Psychology, 123, 195-210.
46. Rahim, M. A., Kim, N. H., & Kim, J. S. (1994). Bases of leader power, subordinate compliance, and satisfaction with supervision: A cross-cultural study of managers in the U.S. and S. Korea. International Journal of Organizational Analysis, 2, 136-154.
47. Rahim, M. A., & Magner, N. R. (1995). Confirmatory factor analysis of the styles of handling interpersonal conflict: First-order factor model and its invariance across groups. Journal of Applied Psychology, 80, 122-132.
48. Rahim, M. A., & Magner, M. R. (1996). Confirmatory factor analysis of the bases of leader power: First-order factor model and its invariance across groups. Multivariate Behavioral Research, 31, 495-516.
49. Rahim, M. A., & Psenicka, C. (1996). Bases of leader power, workgroup commitment, and conflict: A structural equations model. In M. A. Rahim, R. T. Golembiewski, & C. C. Lundberg (Eds.), Current topics in management (Vol. 1, pp. 31-47). Greenwich, CT: JAI Press.
50. Raven, B. H. (1992). A power/interaction model of interpersonal influence: French and Raven thirty years later. Journal of Social Behavior and Personality, 7, 217-244.
51. Raven, B. H., & Kruglanski, A. W. (1970). Conflict and power. In P. Swingle (Ed.), The structure of conflict (pp. 69-109). New York: Academic Press.
52. Shukla, R. K. (1982). Influence of power bases in organizational decision making: A contingency model. Decision Sciences, 13, 450-470.
53. Spector, P. E. (1987). Method variance as an artifact in self-reported affect and perceptions at work: Myth or significant problem? Journal of Applied Psychology, 72, 438-443.
54. Student, K. R. (1968). Supervisory influence and work-group performance. Journal of Applied Psychology, 52, 188-194.
55. Thomas, K. W. (1976). Conflict and conflict management. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 889-935). Chicago: Rand McNally.
56. Ting-Toomey, S., Gao, G., Trubisky, P., Yang, Z., Kim, H. S., Lin, S.-L., & Nishida, T. (1991). Culture, face maintenance, and styles of handling interpersonal conflict: A study in five cultures. International Journal of Conflict Management, 2, 275-296.
57. Tutzauer, F., & Roloff, M. E. (1988). Communication processes leading to integrative agreements: Three paths to joint benefits. Communication Research, 15, 360-380.
58. Twomey, D. F. (1978). The effects of power properties on conflict resolution. Academy of Management Review, 21, 144-150.
59. Vigil-King, D. C. (2000). Team conflict, integrative conflict-management strategies, and team effectiveness: A field study. Unpublished doctoral dissertation, University of Tennessee, Knoxville.
60. Wall, V. D., Jr., & Galanes, G. (1986). The SYMLOG dimensions and small group conflict. Central States Speech Journal, 37, 61-78.
61. Walton, R. E., & McKersie, R. B. (1965). A behavioral theory of labor negotiations: An analysis of a social interaction system. New York: McGraw-Hill.
62. Wrong, D. H. (1979). Power: Its forms, bases, and uses. New York: Harper & Row.
63. Yukl, G., & Falbe, C. M. (1991). Importance of different power sources in downward and lateral relations. Journal of Applied Psychology, 76, 416-423.
64. Zelditch, M., & Walker, H. A. (1984). Legitimacy and the stability of authority. In S. B. Bacharach & E. J. Lawler (Eds.), Advances in group processes (Vol. 1, pp. 1-25). Greenwich, CT: JAI Press.