Sources of power and conflict handling styles of supervisors

Abstract

In order to fill the gap in existing research on the topic, this study was undertaken to establish whether a relationship exists between five sources of power and five conflict handling styles. A theoretical study regarding the concepts of power and conflict was undertaken. In the empirical study these variables were measured using the Power Base Index and Thomas-Kilmann Conflict MODE questionnaires. Reward power was significantly related to the competing and avoiding conflict handling styles; expert power was significantly related to the compromising style; and legitimate power was significantly related to the collaborating conflict handling style. The research contributes towards a better understanding of power and conflict in organisations and in supervisors' day-to-day management. However, the results indicate the importance of wider, more sophisticated research.