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The Journal of Psychology
Interdisciplinary and Applied
Volume 123, 1989 - Issue 2
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Original Articles

Supervisory Power Bases, Styles of Handling Conflict with Subordinates, and Subordinate Compliance and Satisfaction

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Pages 195-210 | Published online: 04 Nov 2012

Keep up to date with the latest research on this topic with citation updates for this article.

Read on this site (10)

Sophie Hennekam, Jonathan Peterson, Loubna Tahssain-Gay & Jean-Pierre Dumazert. (2021) Recruitment discrimination: how organizations use social power to circumvent laws and regulations. The International Journal of Human Resource Management 32:10, pages 2213-2241.
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Amy J. Stichman & Jill A. Gordon. (2015) A preliminary investigation of the effect of correctional officers’ bases of power on their fear and risk of victimization. Journal of Crime and Justice 38:4, pages 543-558.
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JeffreyL. McClellan. (2011) Beyond student learning outcomes: developing comprehensive, strategic assessment plans for advising programmes. Journal of Higher Education Policy and Management 33:6, pages 641-652.
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Elizabeth Dalsey & Hee Sun Park. (2009) Implication of Organizational Health Policy on Organizational Attraction. Health Communication 24:1, pages 71-81.
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Li-Fen Liao. (2008) Knowledge-sharing in R&D departments: a social power and social exchange theory perspective. The International Journal of Human Resource Management 19:10, pages 1881-1895.
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FranciscoJ. Medina, Lourdes Munduate & JoséM. Guerra. (2008) Power and conflict in cooperative and competitive contexts. European Journal of Work and Organizational Psychology 17:3, pages 349-362.
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SilviaM. Palenzuela. (2004) Measuring Pre-kindergarten Teachers' Perceptions: Compliance With the High/Scope Program. Journal of Research in Childhood Education 18:4, pages 321-333.
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Lourdes Munduate & Miguel A. Dorado. (1998) Supervisor Power Bases, Co-operative Behaviour, and Organizational Commitment. European Journal of Work and Organizational Psychology 7:2, pages 163-177.
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M. Afzalur Rahim & Mainuddin Afza. (1993) Leader Power, Commitment, Satisfaction, Compliance, and Propensity to Leave a Job Among U.S. Accountants. The Journal of Social Psychology 133:5, pages 611-625.
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Craig Monroe, MarkG. Borzi & VincentS. DiSalvo. (1993) Managerial strategies for dealing with difficult subordinates. Southern Communication Journal 58:3, pages 247-254.
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Trevor M. Spoelma, Ke Michael Mai & Wu Wei. (2023) Understanding the effects of cheating configurations on team creative performance: A social impact theory perspective. Personnel Psychology.
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Dedong Wang & Yang Liu. (2021) The Effect of Political Skill on Relationship Quality in Construction Projects: The Mediating Effect of Cooperative Conflict Management Styles. Project Management Journal 52:6, pages 563-576.
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Mark H. Davis, Michael B. Schoenfeld & Elizabeth J. Flores. (2018) Predicting conflict acts using behavior and style measures. International Journal of Conflict Management 29:1, pages 70-90.
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Kirsten A. Way, Nerina L. Jimmieson & Prashant Bordia. (2014) Supervisor conflict management, justice, and strain: multilevel relationships. Journal of Managerial Psychology 29:8, pages 1044-1063.
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Ka Wai Chan, Xu Huang & Peng Man Ng. (2007) Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust. Asia Pacific Journal of Management 25:2, pages 277-295.
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Karen L. Koza & Rajiv P. Dant. (2007) Effects of relationship climate, control mechanism, and communications on conflict resolution behavior and performance outcomes. Journal of Retailing 83:3, pages 279-296.
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Jeffery D. Houghton & Steven K. Yoho. (2016) Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged?. Journal of Leadership & Organizational Studies 11:4, pages 65-83.
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Jennifer L. Holt & Cynthia James DeVore. (2005) Culture, gender, organizational role, and styles of conflict resolution: A meta-analysis. International Journal of Intercultural Relations 29:2, pages 165-196.
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JANICE BAKER CORZINE. (2005) EXPLORATORY STUDY OF MACHIAVELLIANISM AND BASES OF SOCIAL POWER IN BANKERS. Psychological Reports 97:6, pages 356.
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Katherine R Xin & Lisa Hope Pelled. (2003) Supervisor?subordinate conflict and perceptions of leadership behavior: a field study. The Leadership Quarterly 14:1, pages 25-40.
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M. Afzalur Rahim, David Antonioni & Clement Psenicka. (2001) A STRUCTURAL EQUATIONS MODEL OF LEADER POWER, SUBORDINATES' STYLES OF HANDLING CONFLICT, AND JOB PERFORMANCE. International Journal of Conflict Management 12:3, pages 191-211.
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Raymond A. Friedman, Simon T. Tidd, Steven C. Currall & James C. Tsai. (2000) WHAT GOES AROUND COMES AROUND: THE IMPACT OF PERSONAL CONFLICT STYLE ON WORK CONFLICT AND STRESS. International Journal of Conflict Management 11:1, pages 32-55.
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Steven M. Farmer & Jonelle Roth. (2016) Conflict-Handling Behavior in Work Groups. Small Group Research 29:6, pages 669-713.
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Patsy E. Johnson & Paula M. Short. (1998) Principal's Leader Power, Teacher Empowerment, Teacher Compliance and Conflict. Educational Management & Administration 26:2, pages 147-159.
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John Brehm & Scott Gates. (2016) When Supervision Fails to Induce Compliance. Journal of Theoretical Politics 6:3, pages 323-343.
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Carlene Wilson & Peter Gross. (2006) Police‐Public Interactions: The Impact of Conflict Resolution Tactics 1 . Journal of Applied Social Psychology 24:2, pages 159-175.
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