Journal ArticleDOI
Captain's leadership type and police officers' compliance to power bases
TLDR
In this paper, the authors examined subordinates' responsiveness to supervisor requests in conflict situations as it relates to leadership type and subordinate level of performance and found that police officers (subordinates) reported greater willingness to comply with soft rather than harsh power bases.Abstract:
The study examined subordinates' responsiveness to supervisor requests in conflict situations as it relates to leadership type and subordinate level of performance. Police captains (N = 40) completed the Bass and Avolio (1991) Multifactor Leadership Questionnaire and an evaluation of their subordinates' performance. Independently, subordinates (N = 240) completed the Interpersonal Power Inventory (IPI), derived from Raven's (1992) power interaction model, which measures the extent to which they are willing to comply with their supervisors' requests. Findings indicated that police officers (subordinates) reported greater willingness to comply with soft rather than harsh power bases. Although performance evaluation was not a significant factor here, officers who worked for high transformational captains reported a significantly greater likelihood to comply with both harsh and soft power bases than their cohorts who worked for low transformational captains. The discussion addressed the issue of leadership ty...read more
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기독교 사역과 Leadership
TL;DR: Coaching & Communicating for Performance Coaching and communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities as mentioned in this paper.
Journal ArticleDOI
Social Influence: Compliance and Conformity
TL;DR: This review covers recent developments in the social influence literature, focusing primarily on compliance and conformity research published between 1997 and 2002, and emphasizes the ways in which these goals interact with external forces to engender social influence processes that are subtle, indirect, and outside of awareness.
Journal ArticleDOI
Bases of social power, leadership styles, and organizational commitment
TL;DR: Empirical evidence is reported that the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, which provides additional support for the interpersonal power/interaction model and pave the way for new research directions.
Journal ArticleDOI
Motivated Compliance With Bases of Social Power
TL;DR: This article examined the degree of compliance with hard and soft power bases (Raven, Schwarzwald, & Koslowsky, 1998) as a function of target motivational and personal orientations.
References
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Book
Using multivariate statistics
TL;DR: In this Section: 1. Multivariate Statistics: Why? and 2. A Guide to Statistical Techniques: Using the Book Research Questions and Associated Techniques.
Book
Qualitative analysis for social scientists
TL;DR: This book presents a meta-coding pedagogical architecture grounded in awareness contexts that helps practitioners and students understand one another better and take responsibility for one another's learning.
Book
Leadership and performance beyond expectations
TL;DR: In this paper, the authors review the book "Leadership and performance beyond expectation" by Bernard M. Bass, and present a review of the book and the book's methodology.