Bases of Power and Conflict Intervention Strategy: A Study on Turkish Managers

Purpose – This study developed an influence perspective for managerial intervention in subordinates conflicts, which helped to represent various strategies identified in the literature in a single model. Managers’ power base was then related to their intervention strategies. Drawing upon Social Judgment Theory, anchoring of subordinates positions was studied as a moderating variable. Methodology – Thirty nine supervisors and their 165 subordinates from several organizations in Turkey filled out a questionnaire reporting power base of supervisor and their intervention strategy utilizing the Critical Incident Technique. Findings – Referent power of superior led to mediation in subordinates’ conflicts. However, mediation decreased while restructuring, arbitration, and educative strategies increased with increased anchoring of subordinates’ positions. These latter strategies mostly relied on reward power of manager. Subordinate satisfaction was highest with mediation and lowest when supervisors distanced themselves from the conflict. Limitations/Implications – The present study could only test the moderating effect of escalation as an anchoring variable. Future studies may look at the anchoring effect of whether the dispute is handled in public or in private, and whether the parties have a competing versus collaborative or compromising styles. Practical implications – Training of managers in mediation may be essential in cultures where they play a focal role in handling subordinates conflicts. Such training may have to take into account their broader influence strategies and use of power. Originality/Value – An influence perspective is useful in integrating the vast array of managerial intervention strategies in the literature. Furthermore, the anchoring effect provides a theoretical explanation for managers’ use of more forceful intervention with less cooperative subordinates

Bases of Power and Conflict Intervention Strategy: A Study on Turkish Managers

Purpose – This study developed an influence perspective for managerial intervention in subordinates conflicts, which helped to represent various strategies identified in the literature in a single model. Managers’ power base was then related to their intervention strategies. Drawing upon Social Judgment Theory, anchoring of subordinates positions was studied as a moderating variable. Methodology – Thirty nine supervisors and their 165 subordinates from several organizations in Turkey filled out a questionnaire reporting power base of supervisor and their intervention strategy utilizing the Critical Incident Technique. Findings – Referent power of superior led to mediation in subordinates’ conflicts. However, mediation decreased while restructuring, arbitration, and educative strategies increased with increased anchoring of subordinates’ positions. These latter strategies mostly relied on reward power of manager. Subordinate satisfaction was highest with mediation and lowest when supervisors distanced themselves from the conflict. Limitations/Implications – The present study could only test the moderating effect of escalation as an anchoring variable. Future studies may look at the anchoring effect of whether the dispute is handled in public or in private, and whether the parties have a competing versus collaborative or compromising styles. Practical implications – Training of managers in mediation may be essential in cultures where they play a focal role in handling subordinates conflicts. Such training may have to take into account their broader influence strategies and use of power. Originality/Value – An influence perspective is useful in integrating the vast array of managerial intervention strategies in the literature. Furthermore, the anchoring effect provides a theoretical explanation for managers’ use of more forceful intervention with less cooperative subordinates

A Critical Review of Implicit Leadership Theory on the Validity of Organizational Actor-National Culture Fitness

According to implicit leadership literature, actor-national culture fitness is a necessity to be labeled as a leader. However, studies which focus on implicit leadership theory and national culture have some contradictory findings. A systematic review of these studies reveals that participants could score high on opposite implicit leadership values and a sufficient theoretical explanation for these surprising results have not been given so far. This paper argues that showing full harmony with the cultural expectations of followers is not a necessity to be seen as a leader. Actors who can fill the cultural gap with their different cultural values can also be labeled as leaders. This paper contends that organizational actors with cultural values differing from those of the followers with certain cultural orientations are more likely to be labeled as leaders. People from individualistic societies may be more prone to label 'team oriented leadership' dimension as their outstanding leadership prototype whereas people from masculine societies may show 'humane oriented leadership' as their outstanding leadership prototype. (C) AIMI Journal

(99m)Tc-MDP bone SPECT in evaluation of the knee in asymptomatic soccer players

Objective: To evaluate stress fractures in leg (particularly around the knee, tibia, and femur) and knee pathology in active asymptomatic (no symptoms in the preceding month) soccer players. Method: The study included 42 asymptomatic soccer players (21 women, 21 men; age range 19–31 years). Players from seven teams in the major female professional and amateur male soccer leagues were examined by technetium-99m-methylene diphosphonate ((99m)Tc-MDP) bone scintigraphy during the soccer season. Four hours after intravenous injection of 20 mCi (99m)Tc-MDP, standard imaging included anterior planar spot images of the legs, lateral images of the knee, and single photon emission computed tomography (SPECT). Results: Although the players were asymptomatic, increased tracer uptake, indicating stress fracture, was found in 28 (66%). Most of the stress fractures were in the tibia (62%) and femur (5%). In the 42 subjects (84 legs), 35 sites (42%) showed rupture of the posterior horn of the lateral meniscus and bone bruising of the tibial plateau, 16 sites (19%) showed rupture of the anterior horn of the medial meniscus, 11 sites (13%) showed bone bruising of the lateral femoral condyle, eight sites (10%) showed bone bruising of the medial femoral condyle, and there was avulsion injury to the infrapatellar tendon insertion in the anterior tibia in 34 sites (40%). There were 11 anterior cruciate ligament injuries. Conclusion: Bone SPECT is very accurate, easy to perform, cost effective, may give valuable information before magnetic resonance imaging studies in the detection of meniscal tears, and may be used successfully when magnetic resonance imaging is unavailable