On the Relationship between Subordinates’ Compliance to Power Sources and Organisational Attitudes

Abstract

Le pouvoir social, qui est la possibilite d'influencer autrui, est important pour rendre compte des re sultats d'une organisation. Nous examinons, aÁ partir des hypotheÁ ses e nonce es dans le modeÁ le inte ractionniste du pouvoir de Raven (1992Raven ( , 1993, une se rie d'ante ce dents e ventuels et de corre lats des sources de pouvoir. 232 infirmieÁ res et 32 surveillantes travaillant dans deux hoà pitaux municipaux ont participe aÁ cette recherche. On leur a demande de remplir une batterie de questionnaires comprenant des items de mographiques, l'Inventaire de Pouvoir interpersonnel, l'e valuation de la satisfaction professionnelle et de l'implication organisationnelle. La validite convergente et discriminante de l'inventaire de pouvoir fut satisfaisante. Une analyse en composantes principales du meà me inventaire de boucha sur deux facteurs (des sources dures et douces) qui ont ensuite e te compare s, on peut mentionner le fait que la soumission aux sources de pouvoir semble de pendre d'indices objectifs et subjectifs de la distance professionnelle entre les surveillantes et leurs subordonne es, de l'anciennete de la surveillante dans la de partement et du type de promotion (en provenance du de partement ou de l'exte rieur). La satisfaction au travail est corre le e positivement aÁ la soumission aux sources douces et ne gativement aux sources dures tandis que l'implication est positivement lie e aux deux.Social power involves the potential to influence others and is important in explaining organisational outcomes. Based on the assumptions posited in Raven's (1992Raven's ( , 1993 power interaction model, we examined a set of potential antecedents and correlates of power sources. Participating in the study were 232 nurses and 32 supervisors from two municipal hospitals. Nurses and supervisors were asked to complete a battery of questionnaires including demographic items, the Interpersonal Power Inventory, job satisfaction, and organisational commitment. Convergent and discriminate validity of the power inventory yielded satisfactory results. Principal component analyses of the power inventory revealed a two-factor solution (harsh/soft sources) which was then used for comparison with predictors and outcome data. Among the major findings were the fact that compliance to power sources appears to be

An Exploratory Study of the Relationship Between the Big-Five Personality Dimensions and Political Skills with Military Staff Members’ Perceived Performance

“…From a social psychology theoretical standpoint, soft influences originate from factors within the individual attempting to influence, such as expertise and credibility, whereas hard influences are usually externally derived from existing social power structures (Koslowsky, Schwarzwald, & Ashuri, 2001;Cialdine & Goldstein, 2004). The military organization is generally driven from well organized, distinct power sources arranged through overt hierarchy.…”

The impact of social power bases on perceived trust: Do Turkish managers still follow the Akhi order?

“…At the dyadic level of analysis, a stream of past research which focused on employee perceptions of the supervisory power and their effects on key employee-related attitudes and behaviors suggests that expert power and referent power is positively related with organizational commitment, job satisfaction, supervisory satisfaction, motivation and performance (Elangovan & Xie, 2000;Steensma & Visser, 2007;Koslowsky et al, 2001). …”

“…In any dyadic relationship, power asymmetries can be expected and the less powerful or the dependent one will form evaluative perceptions depending on the social power bases employed by the power holder. These perceptions are then likely to lead to important job attitudes such as subordinate satisfaction and organizational commitment (Koslowsky et al, 2001) and subsequent reactions. Managerial power bases can be defined as sources from which a manager takes his or her power to influence followers as a means of achieving group and organizational goals.…”

Why do employees follow their superiors’ instructions? Identification of the reasons to comply with superiors’ will in a group of Polish employees

“…Moreover, not the actual use but the possibility to use the specific power base perceived by subordinates motivates them to comply [3]. Many researchers have searched for the factor structure of power bases [4,[11][12][13][14][15][16][17] but the amount or content of such factors were diverse (Table 1). For example, Raven et al [3] distinguished 7 factors: n impersonal reward with impersonal coercion, n expert and informational power, n legitimate equity with legitimate reciprocity, n personal reward and personal coercion, n referent, n legitimate position, n legitimate dependence as separate factors.…”

“…We focused on employees' perspective, not on superiors' intentions and declarations. Such approach is supported by the impact that subordinates' opinions have on their reasons to comply in determining the effectiveness of particular power bases [3,4].…”