Dependence Power, Legitimacy, and Tactical Choice
Bibliographic Data
| ID | 11325419 |
|---|---|
| Authors | Cathryn Johnson (0000-0003-3435-4774, corresponding author), Rebecca Ford (0000-0003-0820-8650) |
| Year | 1996 |
| Volume | 59 |
| Issue | 2 |
| Pages | 126 |
| Publication date | 1996-06-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Social Psychology Quarterly (JOURNAL) |
| Journal identifiers | ISSN: 0190-2725 • E-ISSN: 1939-8999 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.2307/2787047 |
| OpenAlex | W2064613487 |
| Language | EN |
| Citations received | 16 |
| References cited | 7 |
This study examines the impact of dependence power and legitimate authority on evaluations of various tactics in a two-party conflict. In a role-play vignette study we asked 320 college students to take the position of a subordinate in a conflict with a manager, and to evaluate their own likelihood of adopting six options suggested by Bacharach and Lawler's analysis of dependence and tactical choice and by Zelditch and Walker's legitimacy approach to stability: threat to leave, coalition with other subordinates, appealing to a higher authority, appealing to a higher authority in a coalition, persuasion, and conflict avoidance. The factorial design manipulated subordinates' and superordinates' alternatives, as well as endorsement and authorization of the superordinate. Results generally support our predictions on the relationships between dependence and legitimacy dimensions on the one hand, and specific tactical evaluations on the other. They show that threat to leave is related directly to self and other alternatives, while evaluations of coalition formation, appeal to a higher authority, and a combination of these two tactics are related directly to the legitimacy dimensions. Evaluations of conflict avoidance are related directly to both dependence and legitimacy; persuasion is viewed as a more likely option regardless of variation in the dependence and legitimacy dimensions
Appeal · Legitimacy · Persuasion · Political science · Politics · Power (physics · Superordinate goals · Law · Management and Organizational Studies · Psychology · Social and Intergroup Psychology · Social Power and Status Dynamics · Social Psychology
Social Rules for Managing Attempted Interpersonal Domination in the Workplace
Social Status, Not Gender Alone, Is Implicated in Different Reactions By Women and Men to Social Ostracism
Justice beyond the Individual
Controlling Affective Experience Interpersonally
Processes of Legitimation
The Role of Status in Producing Depressed Entitlement in Women's and Men's Pay Allocations
Legitimacy as a Social Process
Substance Abuse and Attribution States
Legitimacy of Authority and Protest Actions in Response to Collective Disadvantages
The Social Context of Responses to Injustice
The bases of propriety
Theory Programs and Theoretical Problems
Leadership Status, Gender, Group Size, and Emotion in Face-to-Face Groups
Doing Justice to the Group
Power and Justice
Status Processes and the Institutionalization of Women as Leaders
| Citations per year | 0.57 |
|---|---|
| Citation span | 1998 - 2026 (29) |
| Highly cited | No |