scholarly journals KONSEPSI DAN INTERNALISASI NILAI POWER AND AUTHORITY DALAM PENDIDIKAN PESANTREN

2021 ◽  
Vol 15 (2) ◽  
pp. 181-194
Author(s):  
Badrut Tamam ◽  
Hariyanto Hariyanto
Keyword(s):  
Coercive Power ◽  
Referent Power ◽  
Expert Power ◽  
Legitimate Power ◽  
Power And Authority

Artikel ini mengelaborasi konsepsi dan internalisasi nilai power and authority dalam konteks pendidikan di pesantren. Kekuasaan (power) adalah kesempatan amanah bagi individu atau sekelompok orang untuk menyadarkan individu atau kelompok lain untuk menerima kemauan yang mereka inginkan baik dengan cara memaksa ataupun legitimasi kesadaran dari individu lainnya. Authority atau otoritas yakni hak untuk melakukan sesuatu atau memerintahkan orang lain untuk melakukan atau tidak melakukan sesuatu dengan tujuan agar misi dari lembaga tercapai dengan baik. Penelitian ini menggunakan pendekatan   penelitian kualitatif dan menggunakan teknik pengumpulan data berupa observasi, wawancara dan dokumentasi. Tipe atau sumber power and authority yang digunakan oleh kiai pondok pesantren Miftahul Ulum yakni, referent power, reward power, coercive power, legitimate power dan expert power. Ke lima tipe dan sumber kekuasaan dan otoritas tersebut menjadi penguat dalam peran manajerial seorang kiai dan bagi pengembangan pondok pesantren.

Perceptions of soccer players about leadership powers according to their level of play

2009 ◽  
Vol 37 (4) ◽  
pp. 503-511 ◽  
Author(s):  
Erkut Konter
Keyword(s):  
Soccer Players ◽  
Coercive Power ◽  
Age Group ◽  
Turkish Version ◽  
Referent Power ◽  
Expert Power ◽  
Professional Soccer ◽  
Legitimate Power ◽  
Critical Age ◽  
Different Levels

The purpose of this study was to analyze the perceptions of soccer players about leadership powers according to their level of play. Data were collected from 781 male amateur and professional soccer players operating at a number of different levels of competitive play. A modified Turkish version of the Power in Sport Questionnaire-Other/PSQ-O (Wann, Metcalf, Brewer, & Whiteside, 2000), was used together with an information form. Statistical analysis revealed significant differences related to Coercive Power and Expert Power, but no significant differences regarding Referent Power and Legitimate Power. Results indicated that 14-15 year olds were found to be a very critical age group in relation to perceptions of CP and EP in soccer.

scholarly journals The effect of supervisor's authority on auditor's response

Accounting ◽  
2021 ◽  
pp. 1139-1146 ◽  
Author(s):  
Yustinus Tito Susilo ◽  
Meinarni Asnawi ◽  
Anthonius H. Citra Wijaya
Keyword(s):  
Data Processing ◽  
Performance Improvement ◽  
Impression Management ◽  
Survey Method ◽  
Coercive Power ◽  
Referent Power ◽  
Independent Variables ◽  
Expert Power ◽  
Legitimate Power ◽  
Predictive Research

The purpose of this study was to examine the effect of referent power, expert power, legitimate power, reward power, and coercive power as independent variables on performance improvement and impression management as the dependent variable. This study aims to answer exploratory, descriptive, explanatory, and predictive research using a survey method in the form of a questionnaire containing a list of statements that will be given to respondents to be filled in to obtain information from respondents and data processing using the WarpPLS 5.0 application. The results showed that referent power, reward power, and coercive power affected performance improvement and impression management, while expert power and legitimate power did not affect performance improvement and impression management.

PENGARUH KEWENANGAN SUPERVISOR TERHADAP RESPON AUDITOR DI LINGKUNGAN PERWAKILAN BADAN PENGAWASAN KEUANGAN DAN PEMBANGUNANPROVINSI PAPUA (Studi Pada Instalasi Farmasi Kabupaten Dinas Kesehatan Kabupaten Pegunungan Bintang)

2021 ◽  
Vol 3 (2) ◽  
pp. 48-66
Author(s):  
Yustinus Tito Susilo ◽  
Meinarni Asnawi ◽  
Anthonius H. C. Wijaya
Keyword(s):  
Performance Improvement ◽  
Impression Management ◽  
Survey Method ◽  
Coercive Power ◽  
Referent Power ◽  
Independent Variables ◽  
Expert Power ◽  
Legitimate Power ◽  
Dependent Variables

The purpose of this study was to examine the effect of referent power variables, expert power,legitimate power, reward power, and coercive power as independent variables to performanceimprovement and impression management as dependent variables. This research has the purpose to answer the characteristic of exploratory, descriptive, explanation,and prediction research, using the survey method like questionnaire containing the question list thatwill be given to the respondent to be filled as purpose to get the information from the respondent.data processing using WarpPLS 5.0. The results of the study show that reference power, appreciation power, and coercive powerinfluence the improvement of performance and impression management, while expert power andlegitimate power have no effect on performance improvement and impression management.

scholarly journals Leadership power perceptions of soccer coaches and soccer players according to their education

2012 ◽  
Vol 34 (1) ◽  
pp. 139-146 ◽  
Author(s):  
Erkut Konter
Keyword(s):  
Power Analysis ◽  
Soccer Players ◽  
Coercive Power ◽  
Educational Levels ◽  
Level Of Education ◽  
Referent Power ◽  
Expert Power ◽  
Legitimate Power ◽  
Significant Difference ◽  
And Performance

AbstractThe purpose of this study was to analyze the leadership power perceptions of soccer coaches and soccer playersaccording to their educational levels. Data were collected from 165 male soccer coaches and 870 male soccer players.Adapted versions of the “Power in Soccer Questionnaire-Other”, the “Power in Soccer Questionnaire-Self” and an“information form” were used for data collection, and collected data were analyzed by the Kruskal-Wallis and theMann-Whitney Tests. Analysis of the Power in Soccer Questionnaire-Other revealed significant differences betweensoccer players’ level of education and their perception of Coercive Power (p<.003), and no significant differences relatedto Referent Power, Legitimate Power and Expert Power. Analysis of the Power in Soccer Questionnaire-Self alsorevealed the only significant difference between coaches’ level of education and their perception of Legitimate Power(p<.001), and no significant differences with regard to others. Different perception of leadership powers between coachesand players might create communication and performance problems in soccer.

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 The effect of managers’ power on employees’ entrepreneurship: an empirical study in the public offices of Iran

2019 ◽  
Vol 16 (4) ◽  
pp. 617-626
Author(s):  
Farhad Mahbobkhah
Keyword(s):  
Structural Equation ◽  
Structural Model ◽  
Structural Equations ◽  
Equation Modeling ◽  
Statistical Population ◽  
Five Dimensions ◽  
Referent Power ◽  
The Public ◽  
Expert Power ◽  
Legitimate Power

Objectives: The aim of this paper is to examine the effect of managers’ power on employees’ entrepreneurship in the public offices by using five dimensions of power (Coercive, expert, legitimate, referent, and reward)  to give constructive suggestions for situation improvement through identifying powers affecting employees' entrepreneurship. Design/Methodology/Approach: Considering the research objective, it is an applied study, and regarding data collection and the data analysis method, it is a descriptive-correlational study which has analyzed data through structural equations modeling with partial least squares (PLS) approach. Data were collected using two questionnaires including managers’ power and employees’ entrepreneurship. A sample of 600 employees was selected from the public offices of Iran. Data were analyzed using structural equation modeling and Amos software. Results: The finding revealed that reward power, referent power, expert power and legitimate power had a positive and significant effect on employees’ entrepreneurship, but the coercive power had not significant effect on it. Limitations: Among limitations of the current research are the big size of the statistical population that made it difficult to collect data, as well as the existence of different cultures in the statistical population which could partly affect the results of the research. Practical implications: Research findings can be used to improve the entrepreneurship of employees in government organization. Originality/value: Authors confirm that the current research and its results are genuine and have been published nowhere so far. The proposed structural model in the current research can be used in government departments and improve the entrepreneurship status of employees in the organization.

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

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neringa Kalpokas ◽  
Ivana Radivojevic
Keyword(s):  
Macro Level ◽  
Structured Interviews ◽  
Content Type ◽  
Referent Power ◽  
The Road ◽  
Expert Power ◽  
Legitimate Power ◽  
On The Road ◽  
Different Sources

PurposeThe purpose of this paper is to expand understanding of how leaders can use their power to reshape macro-level structures to foster individuals' freedoms and build more democratic workplaces. The importance of freedom in work and life can hardly be argued with, yet current democracy scores are the lowest that have ever been recorded (Economist Intelligence Unit, 2019).Design/methodology/approachThe authors analyzed two cases of successful democratization, Spain and Lithuania, where they conducted a total of 65 semi-structured interviews with different actors including the top leaders themselves. A combined inductive-deductive analysis of the in-depth qualitative data highlighted how using different dimensions of power (French and Raven, 1959) related to distributing power to others.FindingsThese findings extend understanding of how leaders can use their power to effectively distribute power to others and reach a democracy that fosters freedom. Information and referent power were crucial for aligning the different stakeholder groups, expert power emerged as key for building and empowering a network of support and legitimate power was essential for fostering peaceful and long-lasting changes toward democracy.Originality/valueWhile previous research has recognized the importance of leadership and politics for instigating macro-level changes, this study specifies how leaders can utilize their different sources of power to bring greater power and freedom to individuals by unpacking the unique impacts of each type of power. This study thus provides practical insights for leaders seeking to establish more democratic workplaces.

Correlations of Perceived Power Discrepancies with Ratings of Faculty Morale

1992 ◽  
Vol 71 (3) ◽  
pp. 1015-1018 ◽  
Author(s):  
Shang-Ping Lin
Keyword(s):  
Job Satisfaction ◽  
Power Analysis ◽  
Operational Definition ◽  
Department Head ◽  
Coercive Power ◽  
Department Heads ◽  
Expert Power ◽  
Faculty Morale ◽  
Legitimate Power ◽  
Definition Of

The present study examined the five discrepancies in power—coercive, reward, legitimate, referent, and expert—between faculty and the department head as predictors of faculties' job satisfaction, involvement, and alienation in department heads' influence system. The differences between subjects' ratings of their perceptions of the department heads' use of power and the ratings assigned to their preference for superiors' use of power constituted the operational definition of discrepancy in power. Analysis indicated that alienation was significantly and positively correlated with discrepancies in coercive, reward, and legitimate power; involvement had significant negative correlations with discrepancies in coercive, referent, and expert power; satisfaction had significant negative correlations with discrepancies in coercive and legitimate power. Discrepancy in rated use of coercive power had the most consistent and significant correlation with all three indexes of faculty morale. One might conclude that the measurement of discrepancies in power might predict morale of faculty.

How Salespersons' Use of a Power Base Can Affect Customers' Satisfaction in a Social System: An Empirical Examination

1995 ◽  
Vol 76 (1) ◽  
pp. 211-217
Author(s):  
James E. Zemanek
Keyword(s):  
Marketing Channel ◽  
Coercive Power ◽  
Empirical Examination ◽  
Referent Power ◽  
Legitimate Power ◽  
Logit Estimation ◽  
Inverse Effect ◽  
Power Base ◽  
Power Studies ◽  
The Relationship

The effects of salespersons' use of a power base on customers' satisfaction was investigated. Data were collected from 178 intermediary customers in a marketing channel. A maximum likelihood, ordered logit estimation was conducted to detect the relationship between customers' satisfaction and the salesperson's use of a particular power base. Contrary to previous power studies, the salespersons' application of a referent power base played the largest role in ensuring customers' satisfaction, followed by reward, expert, and legitimate power. The salespersons' use of a coercive power base had an inverse effect on customers' satisfaction.

scholarly journals PENGARUH GAYA KEPEMIMPINAN KEPALA SEKOLAH TERHADAP KEMAJUAN SEKOLAH

2019 ◽  
Author(s):  
Rezky Suci Ramadhona
Keyword(s):  
Leadership Styles ◽  
School Leadership ◽  
Leadership Style ◽  
Managerial Leadership ◽  
Positive Leadership ◽  
Referent Power ◽  
Effective Learning ◽  
Expert Power ◽  
Legitimate Power

Leadership in education is a key of effective learning process. An appropriate leadership will improve the service and quality of school. Leadership is relate to someone influences others behavior for a purpose. Leadership closely connected to power. It can be divided into five categories; 1. Expert power; 2. Legitimate power; 3. Referent power; 4. Reward power; 5. Coercive power. Besides of its relation to power, leadership also connected with characters. Many research have done to identify characters related to leadership. Indonesia faces various problems in education, one of it is how weak the principal's ability to manage the school that is related to the principal's leadership style. headmasters should apply leadership styles in schools. Some appropriate leadership styles are applied by the headmaster consisting of (1) managerial leadership, (2) transformational leadership, (3) transactional leadership, (4) instructional leadership and (5) positive leadership. Therefore, the headmaster not only applies a leadership style while managing the school but must be able to combine and contextualize leadership styles based on the need to obtain school goals.

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