The Impact of Channel Leadership Behavior on Intrachannel Conflict

Abstract

This study examines the impact of different types of channel leadership behavior on channel members' perceptions of intrachannel conflict in a franchise distribution channel. Factor analysis and canonical correlation analysis are used to explore the relationships between participative, supportive and directive leadership behavior and dependent measures of intrachannel conflict. The results indicate that conflict arising from both administrative and product-service issues diminishes when the franchisor is perceived to exhibit a leadership style emphasizing participation, support and direction in carrying out channel activities.

How Do Chinese Firms Deal with Inter-Organizational Conflict?

“…In support of our theoretical contention, several studies have empirically demonstrated a negative association between ethical dimension of leadership and conflict, including Schul et al (1983), Reid (1991), and Wakefield et al (2008).…”

“…Focusing on the impact of leadership behavior on partners' perceptions of conflict in channel management, Schul et al found that leadership behavior emphasizing participation and support significantly reduces administrative and product/service-related conflict (Schul et al 1983). The leadership concept they described is consistent with ethical leadership which facilitates task cooperation and reduces intra-channel conflict.…”

Market orientation and quasi-integration: Adding value through relationships

“…Through their research into the effect of leadership styles on intra-channel conflict, Schul et al (1983) conclude that, to ensure success, firms must orchestrate an effective leadership climate (c.f. Meyer & Collier, 2001).…”

“…By the mid 1980s a deliberate attempt had been made to define and construct the two separate concepts in a more scientific manner (c.f. Gaski & Nevin, 1985;Schul et al, 1983). Gaski and Nevin (1985) highlight the difference between channel power and channel leadership, commenting, bnote, especially that power is defined as an ability, a potential, rather than actual alteration of behaviorQ (p.130, original emphasis).…”

“…It poses a structural equation-modeling problem. Existing measures for previously tested constructs may be adopted (Gaski & Nevin, 1985;Mohr & Sohi, 1995;Schul et al, 1983;Siguaw et al, 1998) but it is certainly possible that better or different measures could be developed for several of the constructs.…”