An Examination of Subordinate-Perceived Relationships Between Leader Reward and Punishment Behavior and Leader Bases of Power
Bibliographic Data
| ID | 9889451 |
|---|---|
| Authors | Timothy R Hinkin (Cornell University, corresponding author), Chester A Schriesheim (University of Miami) |
| Year | 1994 |
| Volume | 47 |
| Issue | 7 |
| Pages | 779-800 |
| Publication date | 1994-07-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872679404700702 |
| OpenAlex | W2004317350 |
| Language | EN |
| Citations received | 4 |
| References cited | 34 |
This paper extends earlier research on perceived leader reinforcement behavior and its affective and behavioral correlates. The current study examines relationships among subordinate perceptions of our supervisory ("leader") reinforcement behaviors (contingent and noncontingent reward and punishment behavior) and the five French and Raven (1959) bases of power (reward, coercive, legitimate, expert, and referent power). Based upon the literature, five sets of hypothesized relationships were developed, relating the perceived power bases to the perceived reward and punishment behaviors. Bivariate correlation, stepwise multiple regression, and hierarchical multiple regression analyses were performed on data obtained from surveys conducted in two large (N = 375, 297) samples. The results supported the positive effects of subordinate-perceived supervisor contingent reward and punishment behavior and the negative effects of noncontingent punishment on subordinate perceptions of their supervisor's power. Not supported were the moderating effects of time spent in interaction or time under the direction of the supervisor on these relationships. Implications for practicing managers and for future research are discussed
Bivariate analysis · Multilevel model · Perception · Power (physics · Punishment (psychology · Reinforcement · Supervisor · Behavioral Health and Interventions · Cultural Differences and Values · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology
Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors
Can leaders power and influence strategy enhance knowledge management in research intensive organizations
‘You are free to choose . . . are you?’ Organisational punishment as a productivity incentive in the social science literature
LMX Differentiation and Voice Behavior
Handbook of Social Psychology
Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences
Managerial Leadership
Self-Regulation for Managerial Effectiveness
Development and application of new scales to measure the French and Raven (1959) bases of social power.
Consequences of individual feedback on behavior in organizations.
The Application of Exploratory Factor Analysis in Applied Psychology
The discriminant validity of the Leader Reward and Punishment Questionnaire (LRPQ) and satisfaction with supervision
Research in Organizational Behavior, Vol. 1
Perspectives on Social Power
The Evolution of Leadership Structure
Relationships Between Subordinate Perceptions of Supervisor Influence Tactics and Attributed Bases of Supervisory Power
Towards a Systematic Theory of Power Attribution
Political Applications of the Psychology of Interpersonal Influence and Social Power
Field studies of French and Raven's bases of power
Forming impressions of personality
| Unique citing works | 4 |
|---|---|
| Citations per year | 0,2 |
| Citation span | 2006 - 2023 (18) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 4 |