دانلود رایگان مقاله قدرت رابطه ای رهبر: مفهوم، اندازه گیری و اعتبار سنجی

Abstract

Previous research on a leader's relational power has mainly focused on the conceptualization of this emerging concept, and issues on taxonomy and measurement are not fully addressed or understood. Hence, the independence of a leader's relational power is not adequately elaborated. The present study reinterprets relational power from a taxonomic perspective and develops a reliable measurement scale. Results distinguish relational power from position and personal power and further demonstrate that relational power is an independent power source that comprises two subtypes, namely, direct and indirect relational power. We define the concept of a leader's relational power and then summarize all items related to relational power through a literature review, interviews, and semi-structured questionnaires. With the help of experts in this area, we generate the preliminary relational power scale, which includes the following steps: cataloguing, summarizing, pretesting, and revising. We then construct the formal relational power scale using item analysis and exploratory factor analysis. We verify the two-dimensional structure of relational power using confirmatory factor analysis. Finally, we apply theoretical and empirical methods to test whether relational power is independent from position and personal power.

5. Discussion and conclusion

By focusing on “relational power,” this research expands the two-dimension taxonomy of power in organizations. The study also probes into the three theoretical issues of this emerging concept, namely, definition, measurement scale, and independence. First, after reviewing the classic power models, we point out that the relationship-based power source is neither contained in the original taxonomy nor subjected to full empirical tests. We then explore the possibility of the existence of relational power and its correlated characteristics by referring to previous research. Second, we design the relational power scale (see Appendix 2) by combining qualitative and quantitative methods with the goal of providing an effective tool for follow-up study. The results of the EFA indicate that the concept of relational power comprises two subtypes, namely, direct relational power and indirect relational power. This result is consistent with the theoretical discussion of Shang et al. (2012) on the classification of relational power. Direct relational power may be based on the strength of the relationship between leader and subordinate. This kind of relationship emphasizes affection and felt obligation between two parties. The leader and his/her subordinate may socialize with each other after work; discuss personal problems and exchange advice on personal issues (Shang et al., 2012). Indirect relational power may be related to the use of social or relational capital to exert influence on the subordinate's behavior. If target object wants to share the social or relational capital of the leader, he/she needs to become a core member of the leader's network first. Finally, we verify the correlation and independence among relational, position, and personal power. The empirical test results strongly prove that relational power can be regarded as the third major power source in organizations.