The Negative Side of Leaders: Can the Bases of Power Worse Motivation in Project Teams?

Abstract

For years, companies have been seeking to understand how the bases of power used by project leaders impact factors such as motivation, relationships, and conflict among project team members. This study aims to propose a conceptual model focused on the impacts of the bases of power used by project leaders on the motivation of their subordinates. The model and its allied hypotheses will be tested, in future studies, based on information collected from project team participants of an R&D&E Center in Brazil, using two well-known and psychometrically validated scales in the Brazilian context.