Leader power and subordinates' organizational commitment and effectiveness: Test of a theory in a developing country

Abstract

Abstract This study tested the relationships of bases of leader power (coercive, reward, legitimate, expert, and referent) to subordinates' organizational commitment and of power bases and commitment to subordinates' effectiveness (performance, conformance, dependability, and personal adjustment). Two hundred fifty employees and their supervisors from three banks in Bangladesh were individually interviewed to fill out the Rahim Leader Power Inventory, Organizational Commitment Questionnaire, and Minnesota Satisfactoriness Scales, to measure power, commitment, and effectiveness, respectively. Two stepwise hierarchical regression analyses showed that legitimate and expert power bases were positively associated with commitment. Coercive power was negatively associated with effectiveness and expert power was positively associated with the same. Implications of the findings for international managers working in developing countries are discussed. © 1995 John Wiley & Sons, Inc.

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