Structural Drivers of Managerial Conflict: Evidence From Multilevel and Mixed Methods Analysis

Managerial authority conflicts represent a structurally embedded challenge in organizations where specialized units operate with high autonomy. This study investigates how conflicts emerge and escalate at the intersection of departmental expertise, territorial identity, and cross functional interdependence. Employing a rigorous mixed methods design, including structural equation modelling, Necessary Condition Analysis, Qualitative Comparative Analysis, and multilevel modelling, the research draws on a multi industry sample of managers to examine the relational and structural determinants of authority conflict. Results demonstrate that conflict intensifies in environments characterized by rigid departmental boundaries, ambiguous decision rights, and weak integrative mechanisms, where managers frequently interpret cross functional input as a threat to their domain. Transformational and participative leadership significantly attenuate these tensions by fostering psychological safety, enhancing trust, and reducing defensive territorial behavior. Likewise, organizational cultures emphasizing openness and mutual respect are associated with higher quality decisions and improved collaborative innovation. The study advances a governance framework that integrates domain expertise with formalized cross functional consultation, providing organizations with a systematic approach for converting authority disputes into productive, knowledge sharing interactions.