1559-1816/asset/cover.gif?v=1&s=14dd6984982738749ebbe29363a927e201c5bb57 "Journal of Applied Social Psychology")
We express our appreciation to Aroldo Rodrigues for his suggestions and assistance in developing the scale items.
1559-1816/asset/olbannerleft.gif?v=1&s=2f1e2d4ae318cd9a67ef221a9da46c594a8538fa)
Conceptualizing and Measuring a Power/Interaction Model of Interpersonal Influence†
Article first published online: 31 JUL 2006
DOI: 10.1111/j.1559-1816.1998.tb01708.x
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How to Cite
Raven, B. H., Schwarzwald, J. and Koslowsky, M. (1998), Conceptualizing and Measuring a Power/Interaction Model of Interpersonal Influence. Journal of Applied Social Psychology, 28: 307–332. doi: 10.1111/j.1559-1816.1998.tb01708.x
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Publication History
- Issue published online: 31 JUL 2006
- Article first published online: 31 JUL 2006
- Abstract
- References
- Cited By
In response to new theoretical conceptualizations (Raven, 1992, 1993), an instrument was developed to measure 11 bases of power, the original 6 French and Raven (1959; Raven, 1965) bases of power, with 3 of these further differentiated: reward (personal, impersonal), coercion (personal. impersonal), legitimate (position, reciprocity, equity, dependence), expert, referent, and information. In Study 1, 317 American student respondents rated the likelihood that each of these power bases contributed to a supervisor successfully influencing a subordinate in a series of hypothetical situations. The internal consistency of the items which made up the 11 power bases proved adequate. Factor analysis found 7 factors and 2 categories of bases: harsh and soft. In Study 2, which used 101 Israeli health workers, the earlier findings were generally supported. In addition, job satisfaction was found to be positively related to the attribution of soft bases to the supervisor.