An Analysis of Managers’ Power Sources and Conflict Management Styles: A Qualitative Study with A Private Hospital Example

A manager’s ability to leverage power sources and manage conflicts is a critical factor in organizational success and sustainability. This study aims to underscore the significance of power dynamics and conflict management within organizations, particularly in private hospitals. By examining the power sources utilized by managers and their approaches to resolving organizational conflicts, this research seeks to understand the perceptions of both managers and their subordinates. A phenomenological approach was employed to conduct in-depth interviews with 19 participants, including managers and subordinates in a private hospital. The findings revealed that managers primarily rely on legitimate, expert, reward, coercive, and referent power. Conflicts are viewed as opportunities, and a necessary level of authority is perceived within departments. Managers are found to adopt a solution-oriented approach by listening to employees and fostering a collaborative decision-making environment. While reward power is utilized, it is not considered sufficient. Conflict resolution strategies are reported to have both positive and negative impacts on employees, influencing factors such as organizational commitment, trust, motivation, and courage. To effectively utilize power and manage conflicts, healthcare organizations should provide training to both managers and employees on these topics. Moreover, addressing employee expectations is crucial to ensure that power dynamics and conflict resolution processes align with organizational goals and benefits.