Abstract
This study tested a structural equations model of the five French and Raven bases of managerial power (coercive, reward, legitimate, expert, and referent) and job performance and satisfaction. Employees (N = 1,117) completed questionnaires on power and job satisfaction and their job performance was evaluated by their respective supervisors. The power bases and job performance and satisfaction were assessed with Rahim Leader Power Inventory, Job Descriptive Index, and Minnesota Satisfactoriness Scale, respectively. The data were aggregated for the subordinates associated with a given manager (N = 254) to make sure that independent observation assumption was not violated. The LISREL 8.8 analysis of data indicates that expert and referent power bases mediate the relationships of coercive, reward, and legitimate power bases to job performance and satisfaction. The analysis also shows that referent power base mediates the relationships of expert power base to job performance and satisfaction. The implications for management, directions for future research, and limitations of the study are discussed.
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