In addition, job satisfaction was found to be positively related to the attribution of soft bases to the supervisor.read more read lessĪbstract: presented with particular attention to its applicability to the analysis of confrontation between major political figures. In Study 2, which used 101 Israeli health workers, the earlier findings were generally supported.

Factor analysis found 7 factors and 2 categories of bases: harsh and soft. The internal consistency of the items which made up the 11 power bases proved adequate. In Study 1, 317 American student respondents rated the likelihood that each of these power bases contributed to a supervisor successfully influencing a subordinate in a series of hypothetical situations. impersonal), legitimate (position, reciprocity, equity, dependence), expert, referent, and information. Theoretical implications for social power and attributional mediation are discussed.read more read lessĪbstract: In response to new theoretical conceptualizations (Raven, 1992, 1993), an instrument was developed to measure 11 bases of power, the original 6 French and Raven (1959 Raven, 1965) bases of power, with 3 of these further differentiated: reward (personal, impersonal), coercion (personal. Supervisors, as compared to workers, were particularly likely to assume responsibility for inducing change, feel confident that change would continue, and evaluate the other favorably. Subjects were more likely to attribute compliance to the worker's will if referent, information, or reward power was used, less so if coercion or legitimate power was used. Coercive and legitimate power were least effective in both respects. Information, reward, and referent power were most conducive to mutual evaluation and liking.

Information power was perceived as most effective in inducing private acceptance of change. Half the subjects were asked to take the perspective of the supervisor in answering the questions and half that of the worker. Abstract: 72 subjects read six scenarios in which a supervisor used different bases of power to successfully influence a worker to alter his method of work.

Tchia litman psychology