The analysis follows a series of steps, both from the perspective of the influencing agent and the target: First, it examines the motivations to influence and to resist influence, motivations which are often much more complex than the immediate extrinsic goals. 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. Abstract: 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.
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