Social Power Bases: A Meta‐Anaiytic Examination of Interrelationships and Outcomes1

Abstract

French and Raven (1959) inferred how the existence of social power bases influences a subordinate's perception and a leader's use of other powers. Based on their propositions, we tested a model using meta‐analytic correlations as input to structural equations analysis. We also used recent literature to test a revised model, which fit the data better. Additionally, the meta‐analytic effects of the social bases of power on satisfaction with supervision, job satisfaction, and performance were examined.

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