The impact of perceptions of leadership style, use of power, and conflict management style on organizational outcomes

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Abstract
The degree of association between supervisor and subordinate perceptions of the supervisor's leadership style, use of power by the supervisor, and the supervisor's conflict‐management style was studied in 87 organizational units representing five service‐oriented organizations. The ability of the supervisors’ and subordinates’ perceptions, individually and jointly, and the discrepancy between these perceptions to predict subordinate satisfaction with supervision and work, subordinate solidarity with supervisor, and degree of subordinate anxiety about communicating with the supervisor were also examined.