Leader Power Bases and Organizational Outcomes: The Role of Perceived Organizational Politics

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dc.contributor.authorDirik, D
dc.contributor.authorEryilmaz, I
dc.date.accessioned2024-07-18T11:51:54Z
dc.date.available2024-07-18T11:51:54Z
dc.description.abstractFollowers' perceptions of organizational politics have the potential to impact the way they react to the influence of their leaders. The present study of 380 white collars investigated how followers' perceptions of organizational politics moderated the relationships found between the leaders' use of social power, and the followers' contextual performance and job satisfaction. According to the findings, personal power more positively correlates with job satisfaction and contextual performance than positional power. The leaders' use of positional power is associated with lower levels of job satisfaction among followers when they perceive higher levels of organizational politics. Moreover, leaders' use of both positional and personal power is associated with lower levels of contextual performance when followers' perceptions of organizational politics are high.
dc.identifier.issn0949-6181
dc.identifier.other1862-0019
dc.identifier.urihttp://akademikarsiv.cbu.edu.tr:4000/handle/123456789/5226
dc.language.isoEnglish
dc.publisherNOMOS VERLAGSGESELLSCHAFT MBH & CO KG
dc.subjectSOCIAL POWER
dc.subjectINFLUENCE TACTICS
dc.subjectMETAANALYTIC EXAMINATION
dc.subjectSUBORDINATE PERCEPTIONS
dc.subjectEMPIRICAL-EXAMINATION
dc.subjectWORK ATTITUDES
dc.subjectJOB
dc.subjectGENDER
dc.subjectSATISFACTION
dc.subjectPERFORMANCE
dc.titleLeader Power Bases and Organizational Outcomes: The Role of Perceived Organizational Politics
dc.typeArticle

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