Employees’ Perceived Use of Leader Power and Implications for Affect and Work Intentions

Abstract

The concept of power in organizations has been studied at both the macro level (analyses of structural systems or policies) and at the micro level (individual perceptions). In this study, we examine employee perceptions of their leader's use of power at the individual/psychological level. Applying social cognitive theory, employee perceptions of their leader's use of various forms of power were explored in relationship to employees’ negative or positive affect and corresponding work intentions. Structural equation modeling was used to examine data from 651 employees. Positive and negative affect mediated employees’ perceptions of their managers’ use of various power bases and five work intentions: intentions to perform, to endorse the organization and its leadership, to stay in the organization, to use discretionary effort, and to be an organizational citizen. Implications for practice and future research are discussed.