Conceptualizing Managerial Influence in Organizational Conflict—A Qualitative Examination

Abstract

Abstract The purpose of this article is to broaden the understanding of managerial conflict influence by suggesting a social complexity perspective on organizational conflict. From this perspective, influence is essentially a meaning‐based phenomenon that represents an interpretive view of organizational communication. Although some research exists that holds similar notions of managerial conflict influence, most research embodies a transmission view of communication and influence. Based on a qualitative analysis of 30 semi‐structured interviews, managerial conflict influence can be conceptualized according to two theoretical dimensions, directness and communicative influence, including five subdimensions: direct, indirect, distant, constraining, and enabling. A tentative typology of managerial conflict influence using the identified dimensions is proposed. Finally, theoretical and practical notions as well as limitations of the study are discussed.