Abstract
This research investigated the relationship between the leader's perception of their power base and the follower's perception of the leader's power base. Two research questions focused the research. Leaders attempt to influence follower behavior (Weber, 1947; Lewin, 1951; Dahl, 1957). Hersey (1969) suggests that leadership equals influence. Furthermore, leadership is closely related to the concept of power (Stodgill, 19 74). Yukl (1989) concluded that French and Raven's work (1959) enjoyed wide acceptance in trying to define the type of leadership. The Power Perception Profile developed by Hersey and Natemeyer (1979) includes French and Raven's (1959) five power bases, French and Kruglanski's (1970) information power and Hersey and Goldsmith's (1980) connection power. Results and discussion are included. Suggestions for future research are presented.
Volume
1
Issue
1
First Page
45
Last Page
53
Rights
© Fort Hays State University
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Recommended Citation
Tworoger, Tom and Preziosi, Robert
(2005)
"An Examination of Successful Leadership Power Base Perceptions,"
Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012): Vol. 1:
No.
1, Article 7.
DOI: 10.58809/FSSN8868
Available at:
https://scholars.fhsu.edu/jbl/vol1/iss1/7
Comments
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