Leaders' Bases of Social Power and Anticipation of Targets' Resistance as Predictors of Transactional and Transformational Leadership-Reference-Cited by-同舟云学术

Leaders' Bases of Social Power and Anticipation of Targets' Resistance as Predictors of Transactional and Transformational Leadership

Published:2001-12 Issue:3 Volume:89 Page:663-666
ISSN:0033-2941
Container-title:Psychological Reports
language:en
Short-container-title:Psychol Rep

Author:

Barbuto John E.¹,Fritz Susan M.¹,Matkin Gina S.¹

Affiliation:

1. University of Nebraska–Lincoln

Abstract

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.

Publisher

SAGE Publications

Subject

General Psychology

Link

http://journals.sagepub.com/doi/pdf/10.2466/pr0.2001.89.3.663

Reference15 articles.

1. The “natural”: Some antecedents to transformational leadership

2. Comparing Leaders' Ratings to Targets' Self-Reported Resistance to Task Assignments: An Extension of Chester Barnard's Zones of Indifference

3. A Field Study of Two Measures of Work Motivation for Predicting Leader's Transformational Behaviors

4. A Field Study of the Relation between Leaders' Anticipation of Targets' Resistance and Targets' Reports of Influence Tactics Used by Leaders in Dyadic Relations

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