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Leader Power, Conflict Handling Styles, and Subordinate Compliance: A Study on Information Technology Professionals in Turkey

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  • Cenkci Ada T.

    (Department of Political Science, Criminal Justice and Organizational Leadership, Northern Kentucky University, Landrum Hall (LA) 123, Nunn Drive, Highland Heights, KY 41099, USA)

Abstract

The purpose of this study is to examine the impact of leaders’ power bases and styles of handling conflict on subordinate behavioral and attitudinal compliance. Convenience sampling was used, and 353 information technology (IT) professionals in Turkey participated in the survey. The outcomes revealed that leaders’ cooperative and dominating conflict management styles (CMSs), “expert and referent power”, and legitimate power positively influence subordinates’ behavioral compliance. In addition, “expert and referent power” and legitimate power positively affect attitudinal compliance, while avoiding and dominating CMSs negatively influence it. Overall, the results partially support the influence of leader power bases and styles of handling conflict on subordinate compliance. This study contributes to the literature by investigating the listed variables with a sample of IT professionals employed in various industries in Turkey. Organizations can utilize the study results to increase leadership effectiveness and to deliver better management of IT human capital.

Suggested Citation

  • Cenkci Ada T., 2018. "Leader Power, Conflict Handling Styles, and Subordinate Compliance: A Study on Information Technology Professionals in Turkey," International Journal of Management and Economics, Warsaw School of Economics, Collegium of World Economy, vol. 54(1), pages 18-35, March.
    • Handle: RePEc:vrs:ijomae:v:54:y:2018:i:1:p:18-35:n:3
    DOI: 10.2478/ijme-2018-0003
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    References listed on IDEAS

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    1. Peter J. Reiley & Rick R. Jacobs, 2016. "Ethics Matter: Moderating Leaders’ Power Use and Followers’ Citizenship Behaviors," Journal of Business Ethics, Springer, vol. 134(1), pages 69-81, March.
    2. Michael W Morris & Katherine Y Williams & Kwok Leung & Richard Larrick & M Teresa Mendoza & Deepti Bhatnagar & Jianfeng Li & Mari Kondo & Jin-Lian Luo & Jun-Chen Hu, 1998. "Conflict Management Style: Accounting for Cross-National Differences," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 29(4), pages 729-747, December.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    leadership; bases of power; conflict management styles; compliance; information technology professionals;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M15 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - IT Management
    • D23 - Microeconomics - - Production and Organizations - - - Organizational Behavior; Transaction Costs; Property Rights

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