Power preference of bank managers in conflicts with subordinates

Keyphrases

• Interaction Model 100%
• Power Interaction 100%
• Bank Managers 100%
• Interpersonal Power 66%
• Worker Performance 66%
• Acquiescence 66%
• Israeli 33%
• Self-report Measures 33%
• Partial Least Squares Structural Equation Modeling (PLS-SEM) 33%
• Design Methodology 33%
• Univariate Analysis 33%
• Interaction Effect 33%
• Cost-benefit Assessment 33%
• Organizational Commitment 33%
• Manipulated Variables 33%
• Leadership Style 33%
• Conflict Situation 33%
• Lower Average 33%
• Sequential Process 33%
• Conflict Scenarios 33%
• Antecedent Variables 33%
• Power Tactics 33%
• Common Method Variance 33%
• Cultural Effects 33%
• Schwarzwald 33%
• Performance Ability 33%
• Manger 33%

Social Sciences

• Structural Equation Modeling 100%
• Variance 100%
• Cost Benefit Analysis 100%
• Self-Report 100%
• Organizational Commitment 100%
• Leadership Style 100%
• Conflict Situation 100%

Psychology

• Interpersonal Power 100%
• Self-Report Questionnaire 50%
• Univariate Statistics 50%
• Antecedent Variable 50%