Open AccessThe Relationship Between Leader Power Base And Influence: The Moderating Role Of Trust
Author(s) -
Taggart F. Frost,
Farzad Moussavi
Publication year - 2011
Publication title -
journal of applied business research
Language(s) - English
Resource type - Journals
eISSN - 2157-8834
pISSN - 0892-7626
DOI - 10.19030/jabr.v8i4.6119
Subject(s) - referent , social psychology , psychology , power (physics) , moderation , base (topology) , quality (philosophy) , sample (material) , positive correlation , mathematics , medicine , mathematical analysis , philosophy , linguistics , physics , chemistry , epistemology , chromatography , quantum mechanics
One of the most significant factors influencing the quality of leader-member relations and leader effectiveness is trust. The purpose of this study is to examine the moderating role of trust between a leaders power base and their ability to influence their subordinates. The sample consisted of 99 participants in which they responded to a questionnaire that measured 1) the leaders power base (legitimate, coercive, reward, expert, referent, and information) according to French and Ravens (1959) research, 2) the leaders level of influence, and 3) the leader-member level of trust. The results indicate that all bases on power have significant correlations with the trust variable. The trust-influence relationship and the power influence relationship all showed a significant and positive correlation. The results also indicate that the trust variable significantly affects the influence-power base relationships.