ABSTRACT
Power and conflict are certainly two of the major areas of study in organizational behavior and management. D. F. Twomey indicated the need for investigating how managers' power bases affect their subordinates' conflict management so that managers can change or maintain their power bases to achieve optimum results. Unfortunately, little has been done to investigate the relationships between the two constructs and their effects on criterion variables, such as propensity to leave a job. Investigation of these relationships is particularly lacking in cross-cultural contexts. The J. R. P. French–B. Raven power bases are as follows: coercive power, reward power, legitimate power, expert power, referent power. There are significant intercorrelations among the five power bases. These interrelationships should be explained so that practitioners can acquire and use appropriate power bases to influence their subordinates' conflict management strategies and propensity to leave a job.
