Leaders' Bases of Social Power and Anticipation of Targets' Resistance as Predictors of Transactional and Transformational Leadership
Bibliographic Data
| ID | 13647744 |
|---|---|
| Authors | John E Barbuto (0000-0001-7046-7405, University of Nebraska–Lincoln, corresponding author), Susan Fritz (University of Nebraska–Lincoln), Susan M Fritz (University of Nebraska–Lincoln), Gina S Matkin (0000-0002-9152-8024, University of Nebraska–Lincoln) |
| Year | 2001 |
| Volume | 89 |
| Issue | 3 |
| Pages | 663-666 |
| Publication date | 2001-12-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Psychological Reports (JOURNAL) |
| Journal identifiers | ISSN: 0033-2941 • E-ISSN: 1558-691X |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.2466/pr0.2001.89.3.663 |
| PMID | 11824734 |
| OpenAlex | W2031322114 |
| Language | EN |
| Citations received | 1 |
| References cited | 10 |
This paper examines the value of power and resistance for predicting transactional and transformational leadership. A sample of 232 leader-follower dyads was used to examine these relationships using Hinkin and Schriesheim's 1989 measure of power, Barbuto's 2000 measure of resistance, and Bass' 1985 measure of transformational leadership. Analysis yielded a significant negative relationship between leaders' Reward Power and their use of Individualized Consideration
Anticipation (artificial intelligence · Power (physics · Resistance (ecology · Statistics · Transactional analysis · Transactional leadership · Transformational leadership · Value (mathematics · Computer Science · Job Satisfaction and Organizational Behavior · Management Theory and Practice · Mathematics · Organizational Learning and Leadership · Psychology · Social Psychology
Leadership and performance beyond expectations
Leadership and Decision-Making
The Evolving Self
Social Foundations of Thought and Action
Development and application of new scales to measure the French and Raven (1959) bases of social power.
A Field Study of Two Measures of Work Motivation for Predicting Leader's Transformational Behaviors
Comparing Leaders' Ratings to Targets' Self-Reported Resistance to Task Assignments
A Field Study of the Relation between Leaders' Anticipation of Targets' Resistance and Targets' Reports of Influence Tactics Used by Leaders in Dyadic Relations
| Citations per year | 0.04 |
|---|---|
| Citation span | 2002 - 2002 (1) |
| Highly cited | No |