ASTRUCTURALEQUATIONSMODELOF-ITDivision.docVIP

The International Journal of Conflict Management 2001, Vol. 12, No. 3, pp. 191–211 A STRUCTURAL EQUATIONS MODEL OF LEADER POWER, SUBORDINATES STYLES of HANDLING CONFLICT, AND JOB PERFORMANCE M. Afzalur Rahim Center for Advanced Studies in Management David Antonioni( University of Wisconsin, Madison Clement Psenicka Youngstown State University This study tested a structural equations model of the five French and Raven bases of supervisory power (coercive, reward, legitimate, expert, and referent), styles of handling conflict with supervisor (problem solving and bargaining), and job performance. Employees (N = 1,116) completed questionnaires on power and conflict styles, and their job performance was evaluated by their respective supervisors (N = 398). The data were aggregated for the subordinates associated with a given manager (N = 398) to make sure that independent observation assumption is not violated. The LISREL 8 analysis of data indicates that legitimate power influenced referent power positively and coercive power negatively, and reward and legitimate powers positively influenced expert power, which in turn, positively influenced referent power. Referent power, in turn, positively influenced problem solving (i.e., using more integrating and less avoiding styles) and negatively influenced bargaining (i.e., using more dominating and less obliging styles) conflict-management styles, and finally, problem solving style, but not bargaining style, positively influenced job performance. Power and conflict are certainly two of the major areas of study in organizational behavior and management. Raven and Kruglanski (1970, p. 105) reviewed numerous studies to examine the relationship between social power and social conflict and concluded that the analysis of power provided a fruitful basis for the understanding of interpersonal conflict. Twomey (1978), over two decades ago, indicated the need for investigating how managers power bases affect their subordinates conflic