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A power/interaction model of interpersonal influence: French and Raven thirty years later.
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A power/interaction model of interpersonal influence: French and Raven thirty years later. 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  • 1999The Milgram Paradigm After 35 Years: Some Things We Now Know About Obedience to Authority1266 cited
  • 2001A STRUCTURAL EQUATIONS MODEL OF LEADER POWER, SUBORDINATES' STYLES OF HANDLING CONFLICT, AND JOB PERFORMANCE226 cited
  • 2007Social Influence171 cited
  • 2000Power relations in intergroup encounters: a case study of Jewish–Arab encounters in Israel166 cited
  • 1997Social power in school consultation: A contemporary view of French and Raven's bases of power model102 cited
  • 2008A Social Network Perspective on LMX Relationships: Accounting for the Instrumental Value of Leader and Follower Networks92 cited
  • 2014Subjective well-being at work: Disentangling source effects of stress and support on enthusiasm, contentment, and meaningfulness91 cited
  • 2011Repetition, Power Imbalance, and Intentionality87 cited
  • 2014School principals’ leadership style and school outcomes71 cited
  • 2006A theory and dynamic model of dyadic interaction: Concerns, appraisals, and contagiousness in a developmental context70 cited
  • 2007Regulatory Mode and Preferred Leadership Styles: How Fit Increases Job Satisfaction69 cited
  • 1999Effects of Interdependencies in Project Teams69 cited
  • 2014Giving interpreters a voice: interpreting studies meets theatre studies68 cited

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  • 2001Captain's leadership type and police officers' compliance to power bases68 cited
  • 2019When the Client Is a Former Auditor: Auditees' Expert Knowledge and Social Capital as Threats to Staff Auditors' Operational Independence66 cited
  • 2012Analysing coach–athlete ‘talk in interaction’ within the delivery of video-based performance feedback in elite youth soccer65 cited