Relationships Between Subordinate Perceptions of Supervisor Influence Tactics and Attributed Bases of Supervisory Power

This paper presents the results of a study investigating relationships between measures of supervisor influence and power, as perceived by subordinates (N = 251). The influence measures were based on the framework of Kipnis, Schmidt, and Wilkinson (1980), while the measures of power used were based on French and Raven's (1959) social bases of power. The results indicated that: (1) there was relatively strong support for most of the Kipnis et al. influence dimensions when viewed from the influence target's perspective, (2) perceptions of leader influence tactic behaviors and attributions of leader power bases are empirically distinct, and (3) several relationships exist between subordinate perceptions of leader influence behaviors and subordinate attributions of leaderpower. However, only one influence tactic, rationality, had both substantial and significant positive relationships with the more positively-viewed bases of power (expert and referent power), emphasizing its importance as a means of influence in organizations. Implications of these findings and future directions for research are briefly discussed.