Abstract
After reviewing nearly 70 years of research, this manuscript seeks to compile study results to better understand leader influence by employing French and Raven’s (1959) power dynamics. Divided into two categories (i.e. formal and informal), these five power dynamics include referent, expert, legitimate, coercive, and reward power. Each power dynamic is categorized accordingly and dissected between scholarly research and applicable workplace settings between supervisors (i.e. leaders) and employees. Behavioral outcomes from a subordinate standpoint are discussed, and this manuscript concludes that the power dynamic that characterizes different workplace relationships between supervisors and employees has significant effects on work productivity and employee motivation.
Recommended Citation
Kovach, Mary
(2020)
"Leader Influence: A Research Review of French & Raven’s (1959) Power Dynamics,"
The Journal of Values-Based Leadership: Vol. 13
:
Iss.
2
, Article 15.
DOI: https://doi.org/10.22543/0733.132.1312
Available at:
https://scholar.valpo.edu/jvbl/vol13/iss2/15
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