Social Power Bases: A Meta‐Anaiytic Examination of Interrelationships and Outcomes¹

Abstract

French and Raven (1959) inferred how the existence of social power bases influences a subordinate's perception and a leader's use of other powers. Based on their propositions, we tested a model using meta‐analytic correlations as input to structural equations analysis. We also used recent literature to test a revised model, which fit the data better. Additionally, the meta‐analytic effects of the social bases of power on satisfaction with supervision, job satisfaction, and performance were examined.

Meta-Analytic Methods of Pooling Correlation Matrices for Structural Equation Modeling Under Different Patterns of Missing Data.

“…number of recent studies that have used this two-step meta-analytic SEM procedure. The use of meta-analytic structural equation modeling has been applied more frequently in the business literature (e.g., Brown & Peterson, 1993;Carson, Carson, & Roe, 1993;Hom, Caranikas-Walker, Prussia, & Griffeth, 1992;Verhaeghen & Salthouse, 1997;Viswesvaran & Ones, 1995) than in the social sciences literature (e.g., Becker, 1992a;Hafdahl, 2001). This approach has also been used most widely with path analytic models (e.g., Becker, 1992a;Hom, Caranikas-Walker, Prussia, & Griffeth, 1992;Hunter, 1983;Premack & Hunter, 1988;Schmidt, Hunter, & Outerbridge, 1986).…”

“…If listwise deletion is used then the total sample size is obtained by summing together the sample sizes associated with each study included in the meta-analysis (those without missing data). However, if pairwise deletion is used then typically either the median or mean sample size of the correlations in the pooled correlation matrix has been employed (for example, Brown & Peterson, 1993;Carson, Carson, & Roe, 1993). Using the data in Table 4 with pairwise deletion for missingness, the synthesized correlation between age and speed is based on a sample size of 718, age and memory is 598, and speed and memory is 598.…”

The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode instrument

“…1). Many scholars have studied these five sources of organizational power and some of them tried to identify new sources (Carson et al, 1993;Finkelstein, 1992;Podsakoff & Schreisheim, 1985).…”

Entrepreneurial Cognition

“…In fact, these challenges may lead to emotional experiences and displays. Because employees generally view managers as experts on their projects, managers' confidence displays can be especially a strong inspiration for behavior (Carson et al 1993). Thus, the confidence managers display shows employees that projects are realistic and the likelihood of success is high.…”