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This study compared the dimensionality and possession of the bases of supervisory power and their relationships to compliance and satisfaction with supervision between the U.S. (n = 459) and S. Korean (n = 625) managers. Results indicate that the factor structure of the power bases in the S. Korean sample was remarkably similar to those found in the U.S. sample; but whereas the U.S. managers reported relatively more position than personal power base, S. Korean managers reported relatively more personal than position power base. Similarities in the relationships of coercive, legitimate, and referent power bases to compliance, satisfaction, and dissimilarities in the relationships of expert and reward power bases to the criterion variables in the two samples are noted.

The first of two exploratory studies investigated the conflict management approaches of 310 South Korean leaders. Each recalled the most recent dispute they had encountered either between two subordinates or between a subordinate and a person outside the workgroup (i.e., an outsider). Subsequently, they reported the techniques used to manage the dispute. As predicted, the leaders were more assertive in managing subordinate‐subordinate conflicts. Unexpectedly, they also pressed their own subordinates quite forcefully in the subordinate‐outsider disputes. The second study investigated subordinates' interventions in their leaders’ disputes. In these conflicts, subordinates adopted a low‐key shuttle diplomacy; meeting separately with the parties, listening to their opinions, transmitting these to the other side, and calling for each side's empathy and understanding.