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Journal articles on the topic 'Managerial power'

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Published: 4 June 2021
Last updated: 5 February 2022

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1

van Essen, Marc, Jordan Otten, and Edward J. Carberry. "Assessing Managerial Power Theory." Journal of Management 41, no. 1 (January 5, 2012): 164–202. http://dx.doi.org/10.1177/0149206311429378.

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2

Gumbel, A. "Managerial Power and Executive Pay." Oxford Journal of Legal Studies 26, no. 1 (January 1, 2006): 219–33. http://dx.doi.org/10.1093/ojls/gqi051.

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3

Abernethy, Margaret A., and Emidia Vagnoni. "Power, organization design and managerial behaviour." Accounting, Organizations and Society 29, no. 3-4 (April 2004): 207–25. http://dx.doi.org/10.1016/s0361-3682(03)00049-7.

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4

Heineken, Jan, and Dolores A. Wozniak. "Power Perceptions of Nurse Managerial Personnel." Western Journal of Nursing Research 10, no. 5 (October 1988): 591–99. http://dx.doi.org/10.1177/019394598801000508.

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5

Piper, Heather, James R. Duggan, and Stephen Rogers. "Managerial Discourse, Child Safeguarding, and the Elimination of Virtue fromIn Loco ParentisRelationships: An Example from Music Education." Power and Education 5, no. 3 (September 2013): 209–21. http://dx.doi.org/10.2304/power.2013.5.3.209.

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6

Wrońska-Bukalska, Elżbieta. "Power of an overconfident CEO and dividend payment." Journal of Management and Financial Sciences, no. 35 (July 27, 2019): 61–80. http://dx.doi.org/10.33119/jmfs.2018.35.4.

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The aim of the paper is to identify the relation between managerial overconfidence, managerial power and dividend decisions. We have implemented the survey to detect managerial overconfidence. We collected 145 answers with financial data covering 2010–2015. We employed the managerial share in ownership as a proxy for managerial power.We found that managerial power enhances to reveal the overconfidence in dividend decisions. We also found the pattern of behaviour of an overconfident manager having more power: more frequent dividends are paid out, but if dividend is paid out, the level and ratio of the dividend is lower.
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7

전형배. "Managerial Power and The Basic Labor Rights." kangwon Law Review 44, no. ll (February 2015): 639–70. http://dx.doi.org/10.18215/kwlr.2015.44..639.

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8

Zhang, Chunlong, and Guoliang Zhang. "Managerial Power, Capital Structure and Firm Value." Open Journal of Social Sciences 02, no. 12 (2014): 138–42. http://dx.doi.org/10.4236/jss.2014.212019.

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9

Dam, Kaniska. "Job assignment, market power and managerial incentives." Quarterly Review of Economics and Finance 57 (August 2015): 222–33. http://dx.doi.org/10.1016/j.qref.2014.11.001.

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10

Henderson, Melinda C. "Measuring Managerial Motivation: The Power Management Inventory." Journal of Nursing Measurement 1, no. 1 (January 1993): 67–80. http://dx.doi.org/10.1891/1061-3749.1.1.67.

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Psychometric properties for Part I ofhe Power Management Inventory (Hawker & Hall, 1981) are presented following validation of the instrument with samples of nurse managers (N=54) and executives (N=92). The content validity indices were .85 for management issues (item stems), .65 for Personalized Power (PP), .75 for Socialized Power (SP), and .70 for Affiliative Motive (AM) scales. Internal consistency reliabilities were acceptable (.63 to .87). Test-Retest correlations (n = 19 managers) ranged from .74 to .85. Correlation of nurse manager (n = 50) scores with subordinate scores of managers were significant (p < .05) for PP (r = .32) and AM (r = .29). Correlation of nurse executive (n = 59) scores with chief executive officer scores of executives were significant for PP (r = .32, p < .01) and AM (r=.25,p< .05). Mean scores on PP, SP and AM failed to profile the motive pattern for “successful” managers. About 29% of the managers and 39% of the executives were categorized as having no power motive preference. Use of the PMI for career counseling/decisions in nursing is not recommended, however, its use as an organizational development tool is endorsed.
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11

Winter, Stefan, and Philip Michels. "The managerial power approach: Is it testable?" Journal of Management and Governance 23, no. 3 (August 21, 2018): 637–68. http://dx.doi.org/10.1007/s10997-018-9434-8.

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12

Brill, Jonathan E. "Beyond managerial opportunism: Supplier power and managerial compliance in a franchised marketing channel." Journal of Business Research 30, no. 3 (July 1994): 211–23. http://dx.doi.org/10.1016/0148-2963(94)90052-3.

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13

Eriksson, Tor. "The managerial power impact on compensation – some further evidence." Corporate Ownership and Control 2, no. 3 (2005): 87–93. http://dx.doi.org/10.22495/cocv2i3p9.

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The aim of this paper is to test the managerial power hypothesis more rigorously than in previous studies by: testing it against the compensating wage differentials explanation, using both cross-sectional and longitudinal data, and adopting two alternative measures of managerial power; a frequently used indirect one, and a more direct power indicator. The results of analysis show that despite introducing individual characteristics, when using two or three alternative measures of managerial power and when estimating the managerial compensation model on cross-sectional as well as longitudinal data (the later allowing me to cater for unobserved heterogeneity), the power variables continue to obtain positive and statistically significant co-efficient estimates.
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14

Zeitz, Gerald, and Philippe Daudi. "Power in the Organization: The Discourse of Power in Managerial Praxis." Contemporary Sociology 17, no. 4 (July 1988): 482. http://dx.doi.org/10.2307/2072694.

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15

van Witteloostuijn, Arjen, Thijs Jansen, and Arie van Lier. "Bargaining over managerial contracts in delegation games: managerial power, contract disclosure and cartel behavior." Managerial and Decision Economics 28, no. 8 (2007): 897–904. http://dx.doi.org/10.1002/mde.1366.

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16

Dencker, John C. "Relative Bargaining Power, Corporate Restructuring, and Managerial Incentives." Administrative Science Quarterly 54, no. 3 (September 2009): 453–85. http://dx.doi.org/10.2189/asqu.2009.54.3.453.

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Using longitudinal personnel data from a U.S. Fortune 500 manufacturing firm for the period of 1967 to 1993, I assess the effects of corporate restructuring and power differences between a firm and its managers on the nature and use of different incentives. I extend relative bargaining power theory to predict that a firm's ability to provide incentives in the ways it prefers—bonuses instead of increases to base salary or promotions—varies due to differences over time in monitoring and sanctions stemming from organizational change processes. Findings are consistent with the theory and show a negative effect of bonuses on salary increases and of bonuses on promotions, with tradeoffs greatest when the firm's oversight of rewards was highest and termination threats were most explicit. Further support for the theory is the finding that the strength of the negative effect of bonuses on promotions varied across managerial groups due to differences in managers' bargaining power: “fast-trackers” were much less likely to experience a tradeoff than were low performing managers, and women were less likely to experience a tradeoff than were men.
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17

Boeker, Warren. "Power and Managerial Dismissal: Scapegoating at the Top." Administrative Science Quarterly 37, no. 3 (September 1992): 400. http://dx.doi.org/10.2307/2393450.

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18

Isayev, I. A. "“Digital Magic” of Power: the First Managerial Revolution." Lex Russica, no. 5 (May 31, 2019): 9–29. http://dx.doi.org/10.17803/1729-5920.2019.150.5.009-029.

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The article deals with the problem of ideological scientific sources of the first technologies of power. The myth of the «machine of power» was born simultaneously with the myth of digital management of the society. The first rational foundations of the concept of technological process were developed by thinkers of the Renaissance and the Modern Тimes. The first technological revolutions changed approaches to the problems of politics and law. Deep spiritual and intellectual processes were conceptualised in legislation and political technologies. The magic of managing things and people formed the basis of the Mega-machine that had been evolving since ancient times till the Modern Times. Even contemporary technologies of control and governing contain the elements of magicism reduced to technical manipulation of individuals and entire masses. A number, figure and manipulation form the heart of political technologies.
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19

Vo, Thi Thanh Nha, and Jean Milva Canil. "CEO pay disparity: Efficient contracting or managerial power?" Journal of Corporate Finance 54 (February 2019): 168–90. http://dx.doi.org/10.1016/j.jcorpfin.2016.10.002.

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20

Ortega, Jaime. "Power in the Firm and Managerial Career Concerns." Journal of Economics & Management Strategy 12, no. 1 (March 1, 2003): 1–29. http://dx.doi.org/10.1162/105864003321220715.

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21

Skantz, Terrance R. "CEO Pay, Managerial Power, and SFAS 123(R)." Accounting Review 87, no. 6 (June 1, 2012): 2151–79. http://dx.doi.org/10.2308/accr-50224.

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ABSTRACT This study presents evidence that option expensing, whether voluntary under SFAS 123 or mandatory under SFAS 123(R), is associated with changes in CEO compensation that are beneficial to shareholders. I find that the reporting benefits of aggregate-employee option grants under SFAS 123 are associated with the change in the mix of CEO option grants and stock grants that occurs after SFAS 123(R), suggesting that reporting benefits of option grants may have influenced some CEO compensation decisions. Additionally, I find that the reduction in CEO pay after SFAS 123(R) is greater when shareholders have more power to act in their own best interest and when there is evidence of pre-expensing CEO compensation rents. The findings suggest that SFAS 123 may have encouraged inefficient, CEO-preferential pay practices and that SFAS 123(R) may have contributed to a reduction in CEO compensation inefficiencies. Data Availability: All data are publicly available.
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22

Connelly, Brian L., Wei Shi, and Jinyong Zyung. "Managerial response to constitutional constraints on shareholder power." Strategic Management Journal 38, no. 7 (October 26, 2016): 1499–517. http://dx.doi.org/10.1002/smj.2582.

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23

Ortega, Jaime. "Power in the Firm and Managerial Career Concerns." Journal of Economics Management Strategy 12, no. 1 (March 2003): 1–29. http://dx.doi.org/10.1111/j.1430-9134.2003.00001.x.

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24

Courpasson, David. "Managerial Strategies of Domination. Power in Soft Bureaucracies." Organization Studies 21, no. 1 (January 2000): 141–61. http://dx.doi.org/10.1177/0170840600211001.

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This paper discusses the emergence and reinforcement of organizational political regimes based on domination and centralization in French organizations. Domination and power are old concepts in organizational sociology, but the confrontation of two well-known approaches to politics in organizations, that of Weber and that of Crozier, suggests that an `archaic' notion such as domination is still very useful for understanding how business leaders `govern' organizations today. Based on empirical studies, the paper proposes that organizations should be seen as `soft bureaucracies', in which centralization and entrepreneurial forms of governance are combined. Thus, choosing a Weberian point of view, this paper simultaneously describes organizations as `structures of domination' and as `structures of legitimacy'. It defends the idea that, in spite of the success of the network form utopia, the re-emergence of bureaucracies is a sign that organizations are more and more politically centralized and governed.
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25

Espen Eckbo, B., and Savita Verma. "Managerial shareownership, voting power, and cash dividend policy." Journal of Corporate Finance 1, no. 1 (March 1994): 33–62. http://dx.doi.org/10.1016/0929-1199(94)90009-4.

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26

SHEAFF, ROD. "Medicine and Management in English Primary Care: A Shifting Balance of Power?" Journal of Social Policy 38, no. 4 (October 2009): 627–47. http://dx.doi.org/10.1017/s0047279409990183.

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AbstractThe English NHS has been repeatedly restructured since 1991. Drawing on multiple case studies in English primary health care from 1998 to 2005 and on (other) published studies, this article uses Therborn's theory of power to make a framework analysis of how these reforms redistributed power between medicine and management in NHS primary care. Legal changes ended the GP monopoly of primary medical care provision and, with greater managerial discretion in NHS spending, allowed more diverse organisational forms of primary care provision to appear, although general practice remained predominant. Changes in managerial and professional ideologies relaxed the restrictions on managerial decisions about general practice. Re-negotiations between the medical profession and the state mostly tended to increase managerial power. Evidence-based medicine has tended to weaken the impersonal sources of medical power. On balance, these events have tended to increase managerial power over medical practice. They also suggest adjustments to Therborn's conceptualisation of power.
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27

Tang, Yingkai, Yao Liu, Jing Liu, and Weiping Li. "Does More Managerial Power Impede or Promote Corporate Tax Avoidance? Evidence from Listed Chinese Companies." Sustainability 11, no. 7 (March 30, 2019): 1914. http://dx.doi.org/10.3390/su11071914.

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Paying taxes is a form of corporate social responsibility. Corporate tax avoidance effectively reduces operating costs, thereby increasing shareholder returns, but the pros and cons are different for executives. This paper takes data from companies listed in China from 2000 to 2016 to explore the causal relationship between managerial power and corporate tax avoidance, using principal component analysis and entropy weight methodology to construct managerial power. First, we conduct an ordinary least square regression, and then we employ alternative measures to avoid taxation, and use managerial power as a robustness check. Next, we rerun the model by using quantile regression and propensity score matching. Finally, in order to tackle problems with endogeneity, we carry out regressions utilizing instrumental variables and simultaneous regression equations. We conclude that managerial power reduces corporate tax avoidance, and firms with more managerial power have fewer incentives to avoid taxes. The results of this paper can guide the taxation of companies listed on the Chinese market to achieve the full payment of tax obligations by reinforcing managerial power in companies, which improves national taxation and leads to sustained economic growth.
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28

Lamont, Michele. "Power in the Organisation: The Discourse of Power in Managerial Praxis.Philippe Daudi." American Journal of Sociology 94, no. 1 (July 1988): 200–201. http://dx.doi.org/10.1086/228977.

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29

Travlos, Konstantinos. "From Universalism to Managerial Coordination: Major Power Regulation of the Use of Force." International Studies Review 17, no. 2 (October 19, 2016): 27–53. http://dx.doi.org/10.1163/2667078x-01702002.

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Cooperation among major powers in order to regulate an aspect of international relations has been central to questions of global governance. In peace science the focus has been on the efficacy of major power regulation of the use of force. However, fruitful study requires variables that can capture the quality of major power regulation of the use of force. To provide such an instrument I use Peter Wallensteen’s “universalism-particularism” variable-concept as the foundation. On it I built the concept of managerial coordination and the instrument that captures its quality, the scale of interstate managerial coordination (IMaC). Using IMaC, puzzling prior findings concerning major power regulation and minor power conflict are shown to be artifacts of operationalization.
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30

Rhodes, Puji Gufron, Andin Andiyasari, and Corina D. Riantoputra. "Merangkul karyawan berorientasi power distance tinggi untuk menampilkan voice behavior: Peranan managerial openness." Jurnal Psikologi Sosial 19, no. 1 (February 27, 2021): 39–48. http://dx.doi.org/10.7454/jps.2021.05.

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This study aims to investigate the moderating role of managerial openness in the relationbetween power distance orientation and voice behavior. We have successfully collected the datathrough online survey with a total of 102 employees in the Organization XYZ Jakarta. Ouranalysis revealed that power distance orientation is negatively related to voice behavior.However, managerial openness weakened the negative relation between power distanceorientation and voice behavior. Thus, managerial openness was a significant moderator of therelationship between power distance orientation and voice behavior. This result supports thesocial exchange theory which assumed that a person’s relationship with other people isdeveloped and evaluated based on the consequences of their behaviors and the efforts exertedin maintaining the relationships. This study contributes to the understanding of the relationshipbetween power distance orientation and managerial openness in constructing voice behavior.
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31

Yoo, Jaewon. "Customer power and frontline employee voice behavior." European Journal of Marketing 51, no. 1 (February 13, 2017): 238–56. http://dx.doi.org/10.1108/ejm-07-2015-0477.

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Purpose This paper aims to develop a research model that proposes a relationship among customer power, psychological empowerment and voice behavior of frontline employees (FLEs). The model also suggests that managerial openness, as a result of the manager–employee interface, contributes by mediating the effect of customer power on psychological empowerment. As a result of the job characteristic–employee interface, task interdependence is suggested as a moderator in the relationship between psychological empowerment and voice behavior. Design/methodology/approach To analyze the data, a confirmatory factor analysis and structural equation modeling procedure using LISREL 8.5 were used. Next, the conditional process modeling was fitted to test the moderated mediation hypotheses. In this stage, the mediating role of psychological empowerment and the moderating effect of task interdependence voice behavior were tested with bootstrapping methods. Findings The results showed a significant relationship between customer power and FLEs’ voice behavior, establishing psychological empowerment as an intervening mechanism. Thus, customer power can be a signal of appreciation for passive and job uncontrollability to service employees. The findings also suggested the mediating role of managerial openness, which delivered a negative effect of customer power on the FLEs’ psychological empowerment. Task interdependence enhanced the link between psychological empowerment and voice behavior. Research limitations/implications The specific service sector chosen for this study was retail banks. Furthermore, the study was undertaken among the FLEs of banks in South Korea. Having FLEs self-report on managerial openness raises a general concern that those employees with little experience may not have fully understood whether a manager’s current behaviors are open-minded and empowering. Lastly, the perceptions of customer power, psychological empowerment, managerial openness, task interdependence and voice behavior that all came from FLEs naturally raises concerns about the influence of method bias in these results. Practical implications The significant negative and indirect relationship observed between the perception of customer power and employees’ voice through managerial openness and employees’ psychological empowerment suggested that the double deviation effect of customer power on employees’ psychological empowerment through the interface between customer and employee (customer power) and manager and employee (managerial openness). This study provides insight into the management of service customer–employee and manager–employee interactions to encourage employee psychological empowerment. Originality/value The main emphasis of the model is on the so-called voice behaviors that FLEs exhibit as an overall consequence of various service employee interfaces. The management of FLEs has been extensively discussed in the services marketing literature. However, few research studies have attempted to link and combine the effect of various interfaces to which employees are exposed on employees’ voice behavior. In this study, three interfaces that the FLEs are always exposed to were examined simultaneously: that of the employee and the customer (perceived customer power), the interface of the employee and the manager (managerial openness) and that of the employee and his or her job characteristic (task interdependence).
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32

Livingstone, David W., and Milosh Raykov. "Workers’ Power and Intentional Learning among Non-managerial Workers." Articles 63, no. 1 (June 3, 2008): 30–56. http://dx.doi.org/10.7202/018121ar.

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This paper explores relations of workers’ power, in terms of unionization and delegated workplace authority, with incidence of participation in adult education and job-related informal learning activities. Empirical analysis is based primarily on the first Canadian survey to document both aspects of workers’ power and both formal and informal learning. Prior inconsistent research on unionization and adult education is critically reviewed. The current study focuses on non-managerial employees between 25 and 64. The findings of this 2004 survey, as well as secondary analysis of other relevant surveys, confirm that union membership is consistently positively related to both participation in adult education and some informal learning topics. Delegated workplace authority also has positive effects on both adult education and some informal learning topics. While delegated workplace authority is not related to unionization, their positive effects on workers’ intentional learning are additive. Implications of these findings for further research and optimizing workplace learning are discussed.
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33

Kim, Hyunjin, and Wonju Choi. "Managerial Power and Pay-Performance Sensitivity using Individual Compensation." Korean Academic Association of Business Administration 30, no. 2 (February 28, 2017): 203–29. http://dx.doi.org/10.18032/kaaba.2017.30.2.203.

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34

Potharla, Srikanth. "Impact of Managerial Ability and Power on CEOs Compensation." Applied Finance Letters 9, SI (November 18, 2020): 103–20. http://dx.doi.org/10.24135/afl.v9i2.247.

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The present study aims to test whether the rent extraction or efficient contracting which significantly influences the compensation of CEOs in Indian companies. By drawing the sample from all the listed companies providing data on CEO characteristics from the year 2006 to 2018, the study tests the empirical model using ordinary least squares regression and quantile regression. The results of analysis reveal that CEO compensation is tenure-variant and there is a trivial difference between the impact of CEO power and CEO tenure. It is in line with the bargaining theory of managerial ability view on CEO compensation. It supports efficient contracting in CEO compensation. The results of the analysis also reveal that impact of CEO power is comparatively less for long-tenured CEOs. It implies that managerial ability view is maintained and CEO compensation is influenced by their bargaining power. The results also prove that power premium is more in case of group companies compared to non-group companies. Key words: CEO compensation, rent extraction theory, efficient contracting theory, CEO Power, CEO Tenure, Indian companies.
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35

何, 丽梅. "Managerial Power of GEM-Listed Companies and Auditor Choice." Frontiers of International Accounting 07, no. 03 (2018): 47–55. http://dx.doi.org/10.12677/fia.2018.73006.

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36

Lin, Yi Mien, Yuh Jiuan M. Parng, and Teng Shih Wang. "How managerial power impacts CEO compensation and pay gap?" International Journal of Economics and Accounting 6, no. 4 (2015): 326. http://dx.doi.org/10.1504/ijea.2015.074569.

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37

Jarrow, Robert A., and J. Chris Leach. "Bribes, power, and managerial control in corporate voting games." Theory and Decision 26, no. 3 (May 1989): 235–51. http://dx.doi.org/10.1007/bf00134107.

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38

Ivanova, Mirela, and Christian von Scheve. "Power through empowerment? The managerial discourse on employee empowerment." Organization 27, no. 6 (June 19, 2019): 777–96. http://dx.doi.org/10.1177/1350508419855709.

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Informed by the sociology of knowledge approach to discourse, the current study explores how employee empowerment is discursively constructed as a management technique. Combing insights from labour process theory, Foucauldian approaches to governmentality and neo-Weberian interpretations of the ideological basis of capitalism, we develop an empirically informed theoretical framework that accounts for the multifaceted character of employee empowerment. Results show, first, that discourse justifies the necessity of this technique by presenting it as an efficient answer to perceived increases in competitive pressures and an ever-changing economic environment since the beginning of the 1990s. The discourse promotes advanced liberal modes of (self-)governance, which are created and maintained through a complex set of means for the control of labour. Second, although the ideological structure of the empowerment discourse is in accordance with the third spirit of capitalism, as identified by Boltanski and Chiapello, it also introduces changes by removing the neo-manager and granting the empowered employee a central role. Furthermore, our analysis suggests that empowerment is associated with strategies for reducing labour costs, such as de-layering and work intensification.
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39

Drazin, Robert, and Hayagreeva Rao. "Managerial Power and Succession: SBU Managers of Mutual Funds." Organization Studies 20, no. 2 (March 1999): 167–96. http://dx.doi.org/10.1177/0170840699202001.

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40

Göx, Robert F., and Thomas Hemmer. "On the relation between managerial power and CEO pay." Journal of Accounting and Economics 69, no. 2-3 (April 2020): 101300. http://dx.doi.org/10.1016/j.jacceco.2020.101300.

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41

Tan, Monica, and Bin Liu. "CEO's managerial power, board committee memberships and idiosyncratic volatility." International Review of Financial Analysis 48 (December 2016): 21–30. http://dx.doi.org/10.1016/j.irfa.2016.09.003.

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42

Song, Wei-Ling, and Kam-Ming Wan. "Does CEO compensation reflect managerial ability or managerial power? Evidence from the compensation of powerful CEOs." Journal of Corporate Finance 56 (June 2019): 1–14. http://dx.doi.org/10.1016/j.jcorpfin.2018.11.009.

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43

Randolph, W. Alan, and Edward R. Kemery. "Managerial Use of Power Bases in a Model of Managerial Empowerment Practices and Employee Psychological Empowerment." Journal of Leadership & Organizational Studies 18, no. 1 (September 11, 2010): 95–106. http://dx.doi.org/10.1177/1548051810379798.

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44

Jalilvand, Mohammad Reza, and Leila Nasrolahi Vosta. "Examining the relationship between managerial power and affective organizational commitment." Sport, Business and Management: An International Journal 5, no. 4 (September 14, 2015): 344–64. http://dx.doi.org/10.1108/sbm-04-2011-0041.

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Purpose – The purpose of this paper is to examine the impact of five dimensions of power (coercive, expert, legitimate, referent, and reward) on employees’ affective commitment in the sport organizations using social exchange theory. Design/methodology/approach – Data were collected using a questionnaire including managerial power and affective commitment measures. A sample of 318 employees from a number of sport organizations operating in the Iran was used. Structural equation modeling was used to test the relationship between managerial power and affective commitment. Findings – There are two major findings in this research. First, the relationships among expert power, legitimate power, reward power, referent power, and affective commitment are positive and significant. Second, the construct of coercive power was not associated with employees’ affective commitment. The findings suggest that managerial power relates with a social exchange relationship where employees exchange positive outcomes including strong affective commitment. When people perceive manager power, they feel more affectively attached to their organizations. Research limitations/implications – Sampling was one of the limitations identified in this study. The fact that convenience sampling was used meant that results were not immediately transferable to the general working population. In addition, the sample subjects in this study were mostly employees who worked in the sport sector of Iran. Future research could look into extending the study population to include collect input from other types of organization. If samples were drawn from a wider range of demographics, then the results become more meaningful. Practical implications – Power generally refers to the ability, capacity or potential to get others do something, to command, to influence, to determine, or to control the behaviors, intentions, decisions, or actions of others in the pursuit of one’s own goals or interests despite resistance, as well as to induce changes. By utilizing expert power, reward power, legitimate power, and referent power, managers can promote affective organizational commitment and, thus, individual and organizational performance. It is likely that this occurs because people react reciprocally toward an organization that satisfies their needs, makes them feel that they are valued as human beings and that they deserve respectful treatment, and allows them to experience senses of purpose, self-determination, enjoyment, and belonging. Originality/value – The fact that power can be used as an effective tool to coordinate and manage others appears to be largely ignored in the literature. The paper contributes by filling a gap in the organization and management literature, in which empirical studies on managerial power as an antecedent of affective organizational commitment have been scarce until now.
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45

L. Parmer, Lucinda, and John E. Dillard Jr. "The way employees are treated predict power feelings." Leadership & Organization Development Journal 40, no. 1 (February 11, 2019): 2–16. http://dx.doi.org/10.1108/lodj-08-2018-0312.

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PurposeThe purpose of this paper is to examine the relationship between the perceptions employees have regarding how they are treated in the workplace environment by their current or most recent supervisor, and how this predicted their feelings of power within themselves. The perceptions were measured utilizing the Managerial Leadership Perceptions Questionnaire (MLPQ) created by Parmer (2017). Employee power was measured utilizing the Power Instrument developed by Hinkin and Schriesheim (1989) which stemmed from French and Raven’s (1959) five original bases of power theory to include referent, expert, legitimate, reward, and coercive.Design/methodology/approachThe authors collected a sample of 199 participants gathered from Amazon’s Mechanical Turk digital labor pool. Participants completed a survey which measured their managerial perceptions, bases of power, and demographic characteristics. Statistical analysis was used, including a factor analysis, to explore the relationship between managerial perceptions, bases of power, and demographic characteristics.FindingsThis study demonstrated that there were no significant associations between the demographic associations and personal power. There were significant associations between the demographic associations and position power, managerial perceptions and personal power, managerial perceptions and position power, and managerial leadership style and power.Research limitations/implicationsFive bases of power were examined in this study to include referent, expert (i.e. personal power), legitimate, reward, and coercive (i.e. position power). There is a sixth power now, information power, as noted by Northouse (2016) that needs to be additionally examined. Self-confidence and empowerment feelings were not technically measured quantifiably in this study but were expected feelings based on what mindsets power can produce within a person. Researching these additional feelings of self-confidence and empowerment and how this relates to follower power is needed moving forward in this research area. Finally, ethnic differences need to be measured moving forward.Practical implicationsThe practical implications of this study show that employees do embody perceptions and attitudes regarding their current or most recent supervisor based on how they are being treated. This, in turn, can affect their own personal feelings of power within themselves and within the overall organization at large. Careers can be affected, both good and bad, organizational cultures can be impacted by both good and bad, workplace assumptions and norms, as well as, workplace relationships can be affected, both good and bad.Social implicationsThe social implications of this study indicated that employees’ perceptions and attitudes regarding their immediate supervisor can create positive or negative feelings toward the supervisor which can, in turn, affect the organization’s culture and workplace environment, both good and bad. Working at an organization is within a social environment that needs to be managed and cultivated appropriately for all parties involved.Originality/valueThe majority of the prior research examines leader–follower relationships. No prior research has utilized this particular perception and attitudinal model, the MLPQ developed by Parmer (2017), and the five bases of power model developed by Hinkin and Schriesheim (1989) together in one study. This study explored employee managerial perceptions and their feelings of power within the follower–leader dyadic relationship, as opposed to the leader–follower dyadic relationship which has been more commonly reported within the literature.
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Young, Helen. "Knowledge, Experts and Accountability in School Governing Bodies." Educational Management Administration & Leadership 45, no. 1 (July 9, 2016): 40–56. http://dx.doi.org/10.1177/1741143215595415.

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School governing bodies in England have considerable powers and responsibilities with regard to the education of pupils. This article explores how power relations operate, within governing bodies, through struggles over which types of knowledge are claimed and valued. The article draws on the analysis of policy and on ethnographic research in the governing bodies of four maintained schools to explore the complex interactions between lay, educational and managerial knowledge. The article suggests that educational and managerial expertise are privileged over lay knowledge. Hence, the concept of ‘lay’ knowledge, which is attached to external governors, is easily coopted by managerial knowledge as it does not have alternative expert knowledge attached to it.
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Syakhroza, Akhmad. "THE EFFECT OF POLITICAL POWER ON BUDGET MONITORING: A Study of Fertilizer Industry in Indonesia." Gadjah Mada International Journal of Business 6, no. 1 (January 12, 2012): 65. http://dx.doi.org/10.22146/gamaijb.5533.

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This study examines the role of political power on the process of budget monitoring in the context of the fertilizer manufacturing industry in Indonesia. The objectives of this study are: (a)to investigate the relationship between budget monitoring and managerial roles, (b) to examine the two-way interaction effect between budgets monitoring and politics on managerial roles, and (3)to identify the effect of departmental power on the two-way interaction between budgets monitoring and politics affecting managerial roles. The sample for this study consists of four public sector fertilizer-manufacturing enterprises in Indonesia. This study uses a questionnaire survey supplemented by structured interviews. The questionnaire, adapted from previous studies, utilizes a seven-point Lilcert scale. Respondents to the questionnaire were middle managers. The results provide substantial evidence that interaction between budget monitoring and politics affect managerial roles; and that the departmental power plays a significant role on such interactions.
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Luptáková, Stanislava, Branislav Vargic, and Ivan Kincel. "NATIONAL CULTURE DIMENSION OF POWER DISTANCE IN THE BALTIC STATES." Journal of Business Economics and Management 6, no. 2 (June 30, 2005): 61–69. http://dx.doi.org/10.3846/16111699.2005.9636094.

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The paper presents a calculation for the values of power distance index in the countries of Latvia, Lithuania and Estonia using a mathematical model that is based on the correlations between power distance index values of the original research conducted by Geert Hofstede and macroeconomic indicators. Following, the paper presents implications of the found power distance indexes on managerial practices in the local organizations as well as on transferability of the managerial practices of multinationals presented in the region onto the local workforce.
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Shin, Taekjin. "Fair Pay or Power Play? Pay Equity, Managerial Power, and Compensation Adjustments for CEOs." Journal of Management 42, no. 2 (March 22, 2013): 419–48. http://dx.doi.org/10.1177/0149206313478186.

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Chen, Jing, Mahmoud Ezzamel, and Ziming Cai. "Managerial power theory, tournament theory, and executive pay in China." Journal of Corporate Finance 17, no. 4 (September 2011): 1176–99. http://dx.doi.org/10.1016/j.jcorpfin.2011.04.008.

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