scholarly journals Pengaruh Caring Climate, Kepuasan Kerja, Komitmen Organisasional dan Referent Power Terhadap Kinerja Karyawan

2021 ◽  
Vol 18 (2) ◽  
pp. 147
Author(s):  
Yakobus Adi Nugroho ◽  
Monika Palupi Murniati
Keyword(s):  
Referent Power

Power, Conflict, and Effectiveness

2000 ◽  
Vol 5 (1) ◽  
pp. 28-33 ◽  
Author(s):  
M. Afzalur Rahim ◽  
David Antonioni ◽  
Krum Krumov ◽  
Snejana Ilieva
Keyword(s):  
United States ◽  
Regression Analysis ◽  
Interpersonal Conflict ◽  
The United States ◽  
Hierarchical Regression ◽  
Hierarchical Regression Analysis ◽  
Referent Power ◽  
Legitimate Power ◽  
Power Base ◽  
Effectiveness Data

This study investigated the relationships of bases of leader power (coercive, reward, legitimate, expert, and referent) and styles of handling interpersonal conflict (integrating, obliging, dominating, avoiding, and compromising) to subordinates' effectiveness. Data for this study were collected with questionnaires from the United States and Bulgaria and analyzed with hierarchical regression analysis for each country. Results indicated that in the United States referent power base of supervisors and integrating style of handling conflict of subordinates were positively associated with effectiveness. In Bulgaria, legitimate power base of supervisors was positively associated with effectiveness, but the subordinates' conflict styles were not associated with effectiveness.

scholarly journals Politik Organisasi dalam Latar Sumber-Sumber Kekuasaan di Lingkungan Kerja

2015 ◽  
Vol 4 (03) ◽  
Author(s):  
Ali Audah ◽  
Sahat Saragih
Keyword(s):  
Multiple Regression ◽  
Work Organization ◽  
Organizational Politics ◽  
Regression Result ◽  
Research Subject ◽  
Power Sources ◽  
Referent Power ◽  
Expert Power ◽  
Legitimate Power ◽  
Perception Of Organizational Politics

Research aim to enhancement of understanding of perception oforganizational politics from power sources perspective. Research subject are 51employees from various work organization. Perception of organizational politicsmeasured with researcher design scale. Power sources measured with standardizedscale. Data analyzed with multiple regression. Result of analysis shows: 1) F = 2,637and p = 0,046 (p < 0,05), legitimate power, reward power, expert power and referentpower simultaneously are in the same direction correlate with perception oforganizational politics with contribution of 18,7%; 2) Legitimate power B = – 0,340and p = 0,059 (p > 0,05) partially uncorrelated with perception of organizationalpolitics; 3) Reward power B = 1,601 and p = 0,046 (p < 0,05) shows that withcontrolling of legitimate, expert, and referent power, then correlation between rewardpower with perception of organizational politics significantly is in the same direction;4) Expert power B = – 0,649 and p = 0,277 (p > 0,05) partially uncorrelated withperception of organizational politics, and 5) Referent power B = – 1,304 and p =0,030 (p < 0,05) partially negative correlated with perception of organizationalpolitics.Keywords : organizational politics, legitimate power, reward power, expert powerreferent power

scholarly journals Manifestations of expert power in gatekeeping: a conceptual study

2020 ◽  
Vol 76 (6) ◽  
pp. 1215-1232
Author(s):  
Reijo Savolainen
Keyword(s):  
Social Power ◽  
Research Literature ◽  
Power Relationships ◽  
Access To Information ◽  
Sources Of Information ◽  
Specific Domain ◽  
Content Type ◽  
Referent Power ◽  
Expert Power ◽  
Depth Analysis

PurposeThis study aims to elaborate the picture of the relationships between information and power by examining how expert power appears in the characterizations of gatekeeping presented in the research literature.Design/methodology/approachThis study uses conceptual analysis for examining how expert power is constitutive of the construct of gatekeeper and how people subject to the influence of gatekeeping trust or challenge the expert power attributed to gatekeepers. The study draws on the analysis of 40 key studies on the above issues.FindingsResearchers have mainly constructed the gatekeepers' expert power in terms of superior knowledge and skills applicable to a specific domain, coupled with an ability to control or facilitate access to information. The gatekeeper's expert power has been approached as a contextual factor that facilitates rather than controls access to information. The power relationships between the gatekeepers and those subject to gatekeeping vary contextually, depending on the extent to which the latter have access to alternative sources of information. The findings highlight the need to elaborate the construct of gatekeeping by rethinking its relevance in the networked information environments where the traditional picture of gatekeepers controlling access to information sources is eroding.Research limitations/implicationsAs the study focuses on how expert power figures in gatekeeping, no attention is devoted to the role of social power of other types, for example, reward power and referent power.Originality/valueThe study pioneers by providing an in-depth analysis of the nature of expert power as a constituent of gatekeeping.

Effects of Supervisor Power on Preparers' Responses to Audit Review: A Field Study

2007 ◽  
Vol 19 (1) ◽  
pp. 91-105 ◽  
Author(s):  
Donald B. Fedor ◽  
Robert J. Ramsay
Keyword(s):  
Field Study ◽  
Coercive Power ◽  
Referent Power ◽  
Audit Review ◽  
Additional Feedback ◽  
Positive Effect

This study investigates the role of audit review as feedback to workpaper preparers. Specifically, we examine whether review affects preparers' attempts to improve their performance, manage their reviewers' impressions of their work, and seek additional feedback from their reviewers. We also examine the effects of preparers' perceptions of their reviewers' power. Power has previously been shown to be a critical construct affecting feedback. Our findings suggest that perceptions of reviewer power affect preparers' responses to review. Specifically, referent power appears to have the most positive effect on preparer's responses, while perceptions of coercive power have detrimental effects.

Job Stress and Job Dissatisfaction: Influence of Contextual Factors

1987 ◽  
Vol 61 (2) ◽  
pp. 367-375 ◽  
Author(s):  
Gail W. McGee ◽  
Jane R. Goodson ◽  
James F. Cashman
Keyword(s):  
Job Satisfaction ◽  
Organizational Communication ◽  
Job Stress ◽  
Contextual Factors ◽  
Job Dissatisfaction ◽  
Referent Power

To examine contextual factors which play a role in responses to job stress, 135 employees high in stress and high in job satisfaction and 97 employees high in stress and low in job satisfaction were identified. Comparisons of the two groups indicated that highly stressed individuals who remained satisfied perceived their jobs as more challenging and interesting, perceived organizational communication as more timely and useful, perceived fewer supervisory problems, and worked with managers whom they perceived to be high in referent power.

Perceptions of Managerial Power as a Consequence of Managerial Behavior and Reputation

1983 ◽  
Vol 9 (1) ◽  
pp. 7-24 ◽  
Author(s):  
Dennis A. Gioia ◽  
Henry P. Sims
Keyword(s):  
Managerial Behavior ◽  
Referent Power ◽  
Expert Power ◽  
Information Cues ◽  
Managerial Power ◽  
Managerial Behaviors ◽  
Managerial Reputation ◽  
Power Perception ◽  
The Impact ◽  
Implicit Power

Subjects viewed a videotape of a manager behaving in either a positive, punitive, or goal-setting manner who was portrayed as having a reputation for effectiveness or ineffectiveness (or had no information given about his reputation). The impact of these variables upon perceptions of power was assessed. Managerial behavior signifi cantly influenced perceptions of reward, coercive, legitimate, expert, and referent power. Managerial reputation significantly influenced perceptions of legitimate, referent, and especially, expert power. The relationships between overt managerial behavior and subordinate power perception were replicated in a second more "natural" ex periment. The results suggested the existence of an "implicit power theory" evoked by these managerial behaviors and information cues.

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