The current article sought to contribute to the literature on leadership and power by exploring two relatively new and less‐examined bases of social power: information power and connection power. Data from 160 employees were collected, and principal component analysis was used to examine the uniqueness of each power source. Support was found for expert, legitimate, reward, coercive, and the newly developed construct of connection power. Limited support was found for referent and information power. Furthermore, the association between information power, connection power, and informal power with innovative culture (operationally defined as adhocracy culture) was examined. For exploratory purposes, one item measuring horizontal structure was included. The findings suggested that informal sources of power, particularly when combined with a horizontal organizational structure, complemented and reinforced an innovative culture. Implications and future research directions were discussed.
This study sought to discover whether and how biological parameters can predict leadership behavior in the following leadership-related tasks: a face-to-face negotiation (Study 1), an individual problem-solving case (Study 2), and a group-based problem-solving case (Study 3). We replicated previous work by Mehta, Mor, Yap and Prasad in testing the dual-hormone hypothesis related to testosterone increase and cortisol decrease (Study 1), but our findings do not provide evidence to support the dual-hormone hypothesis. In Study 2, we found that high openness was a significant predictor in the individual problem-solving case. The results from Study 3 indicated that higher openness was related to a better score on the group exercise. Our findings did not support the dual-hormone model, and we did not find support for the seller-specific effect reported in Mehta et al. The original study included 64 participants with complete hormone data, while our replicational study involved 114 participants with complete hormone data.
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