impersonal), legitimate (position, reciprocity, equity, dependence), expert, referent, and information. Theoretical implications for social power and attributional mediation are discussed.read more read lessĪbstract: 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. Supervisors, as compared to workers, were particularly likely to assume responsibility for inducing change, feel confident that change would continue, and evaluate the other favorably. Subjects were more likely to attribute compliance to the worker's will if referent, information, or reward power was used, less so if coercion or legitimate power was used. Coercive and legitimate power were least effective in both respects. Information, reward, and referent power were most conducive to mutual evaluation and liking. Information power was perceived as most effective in inducing private acceptance of change. Half the subjects were asked to take the perspective of the supervisor in answering the questions and half that of the worker. Abstract: 72 subjects read six scenarios in which a supervisor used different bases of power to successfully influence a worker to alter his method of work.
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