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

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  • Dirik, Deniz
  • Eryılmaz, İnan

Abstract

Followers’ 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.

Suggested Citation

  • Dirik, Deniz & Eryılmaz, İnan, 2018. "Leader Power Bases and Organizational Outcomes: The Role of Perceived Organizational Politics," Journal of East European Management Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 23(4), pages 532-558.
    • Handle: RePEc:nms:joeems:10.5771/0949-6181-2018-4-532
    DOI: 10.5771/0949-6181-2018-4-532
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    References listed on IDEAS

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    1. Peter J. Reiley & Rick R. Jacobs, 2016. "Ethics Matter: Moderating Leaders’ Power Use and Followers’ Citizenship Behaviors," Journal of Business Ethics, Springer, vol. 134(1), pages 69-81, March.
    2. Vigoda, Eran & Cohen, Aaron, 2002. "Influence tactics and perceptions of organizational politics: a longitudinal study," Journal of Business Research, Elsevier, vol. 55(4), pages 311-324, April.
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