| Abstract: | This study investigated the third party roles of Turkish managers and how these roles were related to the conflict management styles used by their subordinates. Questionnaire data were collected from 295 Turkish managers in seven firms. Mediation and facilitation were found to be the third party roles reported more frequently than autocratic intervention and laissez-faire. Subordinates reported increased use of collaboration and compromise toward the other party when their managers, in a third party role, were seen as using more mediation and facilitation. Competitive behavior increased when the third party was seen as autocratic. The paper discussed the relationship of these findings to cultural characteristics such as uncertainty avoidance and collectivism. |
