The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode instrument

Riasi, Arash; Asadzadeh, Nasrin

doi:10.5267/j.msl.2015.4.004

Cited by 18 publications

(20 citation statements)

References 17 publications

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“…According to French and Raven (1959) there are five different sources of organizational power, namely: coercive, referent, legitimate, expert and reward power (Table 1). These five sources of organizational power have been studied by many researchers and many of them tried to identify new sources (Carson et al, 1993;Finkelstein, 1992;Podsakoff & Schreisheim, 1985;Riasi & Asadzadeh, 2015). In this section we will briefly introduce the concepts of coercive and legitimate power.…”

Section: Organizational Powermentioning

confidence: 99%

“…Conflict usually occurs in mixed-motive relationships in which employees have both competitive interests that cause the conflict to start and cooperative interests that incentivize them to negotiate in order to come to an agreement (Bacharach & Lawler, 1981;Deutsch & Krauss, 1962;Kochan & Verma, 1983;Walton & McKersie, 1965). Conflict is often characterized as a negative and destructive issue, but there is strong evidence that indicate conflict could have positive outcomes for the organizations if it is managed correctly (Riasi & Asadzadeh, 2015;Tjosvold, 2006). If conflict is managed carefully then it can contribute to team effectiveness (Amason et al, 1995).…”

Section: Conflict Managementmentioning

confidence: 99%

“…Managing organizational conflict is an important issue for educational managers, particularly school principals. It is necessary for educational managers to learn different methods of managing conflict in order to control their organizations more efficiently (Riasi & Asadzadeh, 2015). One of the most important aspects of conflict management that organizational managers should consider is the understanding of how negative effects of conflict could be minimized and how its positive effects could be maximized.…”

Section: Conflict Managementmentioning

confidence: 99%

“…The strength of an educational system is an essential factor in determining the capacity of a country in achieving economic growth (Riasi, 2015a;Riasi & Amiri Aghdaie, 2013;Riasi & Pourmiri, 2015, 2016. A strong educational system contributes to economic development and enhanced social welfare (Riasi & Asadzadeh, 2015). It is predicted that there will be a great demand for experts and professionals in different fields over the next few years in almost all developing countries around the globe (Amiri Aghdaie et al, 2012;Riasi, 2015b).…”

Section: Introductionmentioning

confidence: 99%

“…Managing organizational conflict without having the power to do so is very difficult. The relationship between managerial sources of power and conflict management styles is a complicated relationship that needs to be further explored (Riasi & Asadzadeh, 2015). The current study will try to focus on how coercive and legitimate power are related to different conflict management styles.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

How Coercive and Legitimate Power Relate to Different Conflict Management Styles: A Case Study of Birjand High Schools

Riasi

Asadzadeh

2016

JSE

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This study investigates the relationship between two sources of organizational power (i.e., coercive and legitimate power) and five conflict management styles (i.e., avoiding, accommodating, competing, collaborating, and compromising style). Results of this study revealed that principals' coercive power has a positive relationship with avoiding and competing conflict management styles. Since these two conflict management styles both require low levels of cooperation, therefore it is fair to claim that higher degrees of coercive power facilitate the use of conflict management styles that require low levels of cooperation. It was also found that principals' legitimate power is positively related to accommodating and collaborating conflict management styles. Since both of these styles are associated with high levels of cooperation, therefore it is fair to claim that higher degrees of legitimate power will facilitate the use of conflict management styles requiring high levels of cooperation.

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Section: Organizational Powermentioning

confidence: 99%

Section: Conflict Managementmentioning

confidence: 99%

Section: Conflict Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

How Coercive and Legitimate Power Relate to Different Conflict Management Styles: A Case Study of Birjand High Schools

Riasi

Asadzadeh

2016

JSE

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Perceived Supervisor Power and Employee Silence

Zhang,

Lam,

Lin

et al. 2024

Journal of Personnel Psychology

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Research on the contextual antecedents of employee silence remains underdeveloped. We propose supervisors’ coercive and reward power as important antecedents of employee silence. Furthermore, guided by the person–environment interaction perspective, we suggest that two employee personality traits – conscientiousness and neuroticism – moderate the relationship between perceived supervisor power and employee silence. We conducted a two-wave survey of 177 full-time employees in China and found that employees were (a) more likely to remain silent when they perceived that their supervisor had high coercive power and (b) less likely to remain silent when they perceived that their supervisor had high reward power. These relationships were stronger for employees with a low level of conscientiousness or a high level of neuroticism. We discuss the theoretical and practical implications of our findings.

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Nanoeconomics: A Statistical Model of Company Profit Influenced by Individual Interests of Managers

Sokolov

Katyshev

2016

AEF

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A concept and mathematical model of modern economics are formulated in which a company profit is defined when taking into account possible interests of individual decision makers rather than based exclusively on benefits of either the company (ground of microeconomics) or the whole society (ground of macroeconomics). We call this approach "nanoeconomics" as a terminological step down from macroand micro-economics. The growing gap between interests of the business owner and decision makers in large corporations is obviously detrimental for the company performance. Here we formulate a statistical model to describe this situation quantitatively. In this model, the company profit is an accumulative effect of statistical contributions of a variety of decisions of individual decision-makers, rather than looking at the company as a whole (microeconomics). The model demonstrates the decrease of profit of the company compared to the microeconomic estimation. We study a relative contribution to the profit decrease from different human factors considered in the model, "careerism" and "expertise" of the decision-making managers, their "loyalty" to the company, and the lack of strong company management ("decentralization").

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The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode instrument

Cited by 18 publications

References 17 publications

How Coercive and Legitimate Power Relate to Different Conflict Management Styles: A Case Study of Birjand High Schools

How Coercive and Legitimate Power Relate to Different Conflict Management Styles: A Case Study of Birjand High Schools

Perceived Supervisor Power and Employee Silence

Nanoeconomics: A Statistical Model of Company Profit Influenced by Individual Interests of Managers

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