The way employees are treated predict power feelings

Abstract

Purpose The purpose of this paper is to examine the relationship between the perceptions employees have regarding how they are treated in the workplace environment by their current or most recent supervisor, and how this predicted their feelings of power within themselves. The perceptions were measured utilizing the Managerial Leadership Perceptions Questionnaire (MLPQ) created by Parmer (2017). Employee power was measured utilizing the Power Instrument developed by Hinkin and Schriesheim (1989) which stemmed from French and Raven’s (1959) five original bases of power theory to include referent, expert, legitimate, reward, and coercive. Design/methodology/approach The authors collected a sample of 199 participants gathered from Amazon’s Mechanical Turk digital labor pool. Participants completed a survey which measured their managerial perceptions, bases of power, and demographic characteristics. Statistical analysis was used, including a factor analysis, to explore the relationship between managerial perceptions, bases of power, and demographic characteristics. Findings This study demonstrated that there were no significant associations between the demographic associations and personal power. There were significant associations between the demographic associations and position power, managerial perceptions and personal power, managerial perceptions and position power, and managerial leadership style and power. Research limitations/implications Five bases of power were examined in this study to include referent, expert (i.e. personal power), legitimate, reward, and coercive (i.e. position power). There is a sixth power now, information power, as noted by Northouse (2016) that needs to be additionally examined. Self-confidence and empowerment feelings were not technically measured quantifiably in this study but were expected feelings based on what mindsets power can produce within a person. Researching these additional feelings of self-confidence and empowerment and how this relates to follower power is needed moving forward in this research area. Finally, ethnic differences need to be measured moving forward. Practical implications The practical implications of this study show that employees do embody perceptions and attitudes regarding their current or most recent supervisor based on how they are being treated. This, in turn, can affect their own personal feelings of power within themselves and within the overall organization at large. Careers can be affected, both good and bad, organizational cultures can be impacted by both good and bad, workplace assumptions and norms, as well as, workplace relationships can be affected, both good and bad. Social implications The social implications of this study indicated that employees’ perceptions and attitudes regarding their immediate supervisor can create positive or negative feelings toward the supervisor which can, in turn, affect the organization’s culture and workplace environment, both good and bad. Working at an organization is within a social environment that needs to be managed and cultivated appropriately for all parties involved. Originality/value The majority of the prior research examines leader–follower relationships. No prior research has utilized this particular perception and attitudinal model, the MLPQ developed by Parmer (2017), and the five bases of power model developed by Hinkin and Schriesheim (1989) together in one study. This study explored employee managerial perceptions and their feelings of power within the follower–leader dyadic relationship, as opposed to the leader–follower dyadic relationship which has been more commonly reported within the literature.

Maneuvering without offending on the road to democracy: the role of leaders' power in bringing greater freedom to all

“…This study extends previous research on leadership styles and the psychological consequences of power by unpacking the distinct influences of French and Raven's bases of power (Voyer and McIntosh, 2013). The present findings echo the research results of Parmer and Dillard (2019) that referent, expert and legitimate power were related to respectful and positive leader–follower relations; however, previous research did not include information power (Parmer and Dillard, 2019; Politis, 2005). Our empirical examination of information power extends these previous findings by highlighting that this is another important base of power for effective leaders that merits consideration in future research on leaders' power.…”

“…To better understand leaders' power, we turn to one of the most widely accepted power typologies in social science research: French and Raven's bases of power, which distinguishes power by the social base from which it stems. Moreover, leaders' different bases of power can influence followers' power (Parmer and Dillard, 2019). These bases of power can be further categorized by their positional or personal sources which are also meaningful concepts for distinguishing between leadership and management (Edwards et al , 2015).…”

Clash of Generations: Assessing the Impact of Generational Diversity in a Workforce

“…The modernization of this variable cannot transcend the foundation laid by French and Raven in their eponymous model for the five bases of power reward, expert, coercive, legitimate, and referent which are facets found on every level of the organization regardless of their type and the appellation of the job (Parmer & Dillard Jr, 2019). Furthermore, another distinct characteristic of the variable of power is the need for employees to comprehend the perceived power in an organization for the sake of goal-orientation and direction (Parmer & Dillard Jr, 2019).…”