Expert power, referent power, and charisma: Toward the resolution of a theoretical debate

Kudisch, Jeffrey D.; Poteet, Mark L.; Dobbins, Gregory H.; Rush, Michael C.; Russell, Joyce E. A.

doi:10.1007/bf02249578

Cited by 32 publications

(16 citation statements)

References 31 publications

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“…Referent power develops out of admiration of another and a desire to be like that person. For example, a good project manager may influence others' behavior to adhere to health and safety issues because he is admired and has a good reputation, attractive personal characteristics, or a certain level of charisma [12].…”

Section: Theoretical Background On Stakeholders' Powermentioning

confidence: 99%

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Perception and Uses of Stakeholders’ Power on Health and Safety Risk Management in Construction Projects in Tanzania

Phoya¹,

Eliufoo²

2016

JCEA

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Abstract:Key project stakeholders such as clients, consultant teams, contractors and workers have different sources of power to implement projects. How these powers influence health and safety risk management is not well documented. This article therefore assesses the perception and uses of stakeholders' power on health and safety in risk management in construction projects in Tanzania, specifically focuses on sources and types of power, how stakeholders perceive their power, how they use power on health and safety risk management, and what factors hinders their use of power. A case study strategy was adopted and four large on-going construction projects in Dar es Salaam Tanzania were involved. Data was collected through in-depth interviews with clients, consultants, contractors and construction workers. Findings indicate that stakeholders have different sources of power such as technical expertise, legitimate, political position, resources information to influence health and safety risk management. Nonetheless, the use of these powers was generally limited due to low level of knowledge on health and safety risk management among stakeholders, wrong perception on their roles, insufficient health and safety regulations and weak procurement system. The research recommends that, in order to realize health and safety performance through using stakeholder's power, there is a need of clear definition of stakeholders' role and responsibilities on health and safety, wide knowledge and experiences on health and safety risk management, strong regulatory system and procurement system.

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Section: Theoretical Background On Stakeholders' Powermentioning

confidence: 99%

“…Expert power is a person's ability to influence others' behavior because of recognized knowledge, skills, or abilities [11,12]. For example, professionals like architects, engineers and quantity surveyors are technical experts therefore have expert power.…”

Section: Theoretical Background On Stakeholders' Powermentioning

confidence: 99%

Perception and Uses of Stakeholders’ Power on Health and Safety Risk Management in Construction Projects in Tanzania

Phoya¹,

Eliufoo²

2016

JCEA

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“…Menurut Umstod (1988), pemimpin karismatik berperilaku dalam cara: (1) role modeling, sebagai model yang kompeten, atraktif, dan sukses; (2) image building, membangun citra yang dipandang menyenangkan oleh orang lain; (3) transcendent goals, ada visi di masa depan dengan tujuan ideologis berdasarkan moral; (4) high expectational, mempertinggi harga diri para pengikut; dan (5) motivation, mampu membangkitkan motivasi pengikut terhadap penyelesaian misi organisasi. Hasil penelitian Kudisch (1995) menggambarkan bahwa karisma adalah konsepsi yang secara empiris berbeda dari kekuasaan referensi (referent power) dan kekuasaan ahli (expert power).…”

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Faktor-Faktor Determinan Pada Motivasi Kerja Guru Sekolah Dasar

Sudarnoto

2016

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Perilaku manusia ditentukan oleh motif yang mendorong individu untuk melakukan aktivitas tertentu. Pilihan individu terhadap suatu jabatan atau profesi tertentu didukung pula oleh motif tertentu, baik secara intrinsik maupun secara ekstrinsik. Pengembangan motif individu mencapai tujuan atau sasaran tertentu merupakan proses motivasi. Setiap tenaga kerja mempunyai motivasi kerja yang berbeda sekalipun dalam lingkungan kerja yang sama.Robbins (1991) mengemukakan motivasi kerja merupakan salah satu karakteristik yang ada pada individu sebagai tenaga kerja ketika masuk sebagai calon karyawan. Selama bekerja motivasi tersebut dapat mengalami perubahan sebagai hasil interaksi antara individu dengan lingkungan kerjanya. Motivasi kerja sebagai salah satu faktor dalam memprediksi kinerja atau unjuk kerja karyawan dengan didukung kemampuan internal dan lingkungan kerja akan menjadi faktor pendukung agar hasil kerja karyawan meningkat. Kinerja/unjuk kerja adalah hasil dari interaksi antara motivasi kerja, kemampuan, dan peluang.Motivasi dapat dikatakan sebagai keseluruhan daya penggerak di dalam diri yang menimbulkan, FAKTOR-FAKTOR DETERMINAN PADA MOTIVASI KERJA GURU SEKOLAH DASAR Laura F.N. SudarnotoProdi BK, FPB, Unika Atma Jaya, Jl. Jendral Sudriman 51, Jakarta 12930Email: laurhan57@yahoo.com. Abstract:The aim of this study is to describe the motivation of 121 teachers' work at private Elementary School in Jakarta. The study of research objects as determinant factors include teachers' commitment to school, the perception of leadership behaviors, and workplace conditions. Those variables are measured with assessment and behavior scale which the reliability is more than 0,90. Results of this study show that there is a positive and significant relationship of the three determinant factors toward the motivations of work, either individually or collectively. The effort that needs to be followed up is to maintain headmasters' role as a leader because leadership is meaningful as a determinant factor that is important to increasing teachers' motivation of work. Keywords: teachers' motivation of work, determinant factorAbstrak: Penelitian ini bertujuan untuk mendeskripsikan motivasi kerja 121 guru SD sekolah swasta di Jakarta. Kajian objek penelitian sebagai faktor determinan meliputi komitmen terhadap sekolah, persepsi terhadap perilaku kepemimpinan, dan kondisi tempat kerja. Variabel-variabel tersebut diukur dengan skala penilaian dan skala sikap yang memiliki reliabilitas masing-masing di atas 0,90. Hasil penelitian menunjukkan adanya hubungan yang positif dan signifikan dari ketiga faktor determinan terhadap motivasi kerja, baik secara sendiri-sendiri maupun bersamasama. Usaha yang perlu ditindaklanjuti adalah mempertahankan peran kepala sekolah yang baik sebagai pimpinan karena kepemimpinan sangat bermakna sebagai faktor determinan yang penting untuk meningkatkan motivasi kerja para guru.Kata kunci: motivasi kerja guru, faktor determinan

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“…Important in the findings of this research is the discovery that referent and expert power were tied to both employee centered leadership and employee satisfaction, which links the use of referent power to the above discussion of relational leadership. The finding that referent and expert power are linked to employee satisfaction, as well as commitment and motivation, is supported in a number of additional studies (e.g., Hinkin & Schriesheim, 1989;Kudisch, Poteet, Dobbins, Rush, Russell, 1995;Schriesheim, Hinkin, & Podsakoff, 1991).…”

Section: Referent Powermentioning

confidence: 82%

“…Therefore, to implement a relational leadership style, supervisors should establish a referent power base. Moreover, referent power has been related to employee satisfaction (Hinkin & Schriesheim, 1989), commitment (Kudisch et al, 1995), motivation (Shreishem et al, 1991), and perceived understanding (Cahn, 1990). Ultimately, this notion is somewhat intuitive; employees are more willing to engage in a sustained working relationship, and care more about their work, if they like the person they are working for.…”

Section: Discussionmentioning

confidence: 99%

Interpersonal Leadership: The Role Of Perceived Motivation For Self-Disclosure And Self-Disclosure Appropriateness In Employee Affect For Supervisor

Malik¹

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Previous research has strongly supported the importance of supervisor leadership style in employee satisfaction and productivity in the workplace. Although the use of referent power is a key factor in successful leadership, little research has been conducted to identify specific communicative behaviors that enable a supervisor to establish a referent power base. Given that positive affect, specifically liking, is the basis for the enactment of referent power, this study examines the relationship between a supervisor's selfdisclosure behavior and the extent to which an employee likes his or her supervisor. A sample of working professionals (N=168) was surveyed and asked to respond to several scales that assessed their current supervisor's self-disclosure behavior and one scale that assessed how much they liked that supervisor. A hierarchical regression was conducted and results indicated that both perceived motivation for self-disclosure and self-disclosure appropriateness predicted an employee's liking for his or her supervisor. Implications for practice and directions for future research are offered.

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Expert power, referent power, and charisma: Toward the resolution of a theoretical debate

Cited by 32 publications

References 31 publications

Perception and Uses of Stakeholders’ Power on Health and Safety Risk Management in Construction Projects in Tanzania

Perception and Uses of Stakeholders’ Power on Health and Safety Risk Management in Construction Projects in Tanzania

Faktor-Faktor Determinan Pada Motivasi Kerja Guru Sekolah Dasar

Interpersonal Leadership: The Role Of Perceived Motivation For Self-Disclosure And Self-Disclosure Appropriateness In Employee Affect For Supervisor

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