The purpose of the present study was to test the construct validity of scores based on the five-factor structure (i.e., the five power bases) of the Rahim Leader Power Inventory (RLPI) when administered to student clinical supervisees. A sample of 276 female graduate students enrolled in clinical practica in speech-language pathology provided perceptions of their supervisors’ use of power. Factor analytic methods were used to identify factors for comparison to those that had emerged in the RLPI standardization study of a national random sample of 476 executives. The five-factor structure of the RLPI was substantiated with these clinical supervisees.
Get full access to this article
View all access options for this article.
References
1.
Abbey, D. E. , & Esposito, J. P. (1985). Social support and principal leadership style: A means to reduce teacher stress. Education, 105(3), 327-332.
2.
Bachman, J. G. (1968). Faculty satisfaction and the dean’s influence: An organizational study of twelve liberal arts colleges. Journal of Applied Psychology, 52(1), 55-61.
3.
Bachman, J. G. , Smith, C. G., & Slesinger, J. A. (1966). Control, performance, and satisfaction: An analysis of structural and individual effects. Journal of Personality and Social Psychology, 4(2), 127-136.
4.
Bass, B. M. (1981). Stogdill’s handbook of leadership. New York: Free Press.
5.
Comer, J. M. (1984). A psychometric assessment of a measure of sales representatives’ power perceptions. Journal of Marketing Research, 21, 221-225.
6.
Fontaine, G. , & Beerman, J. (1977). Affective consequences of social power: Powerholder and target expectancies associated with different types of power. Psychological Reports, 40, 771-774.
7.
Ford, J. K. , MacCallum, & Tait, M. (1986). The application of exploratory factor analysis in applied psychology: A critical review and analysis. Personnel Psychology, 39, 291-314.
8.
French, J.R.P., Jr. , & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Ann Arbor: University of Michigan Press.
9.
Gaski, J. F. (1986). Interrelations among a channel entity’s power sources: Impact of the exercise of reward and coercion on expert, referent, and legitimate power sources. Journal of Marketing Research, 18, 62-77.
10.
Gillam, R. B. , Strike-Roussos, C., & Anderson, J. L. (1990). Facilitating changes in supervisees’ clinical behaviors: An experimental investigation of supervisory effectiveness. Journal of Speech and Hearing Disorders, 55(4), 729-739.
11.
Gorsuch, R. L. (1983). Factor analysis (2nd ed.). Hillsdale, NJ: Lawrence Erlbaum.
12.
Hinkin, T. R. , & Schriesheim, C. A. (1989). Development and application of new scales to measure the French and Raven (1959) bases of social power. Journal of Applied Psychology, 74(4), 561-567.
13.
Hinkin, T. R. , & Schriesheim, C. A. (1990). Relationships between subordinate perceptions of supervisor influence tactics and attributed bases of supervisory power. Human Relations, 43(3), 221-237.
14.
Hintzman, D. L. (1980). Simpson’s paradox and the analysis of memory retrieval. Psychological Review, 87(4), 398-410.
15.
Jamieson, D. W. , & Thomas, K. W. (1974). Power and conflict in the student-teacher relationship. Journal of Applied Behavioral Science, 10(3), 321-336.
16.
Mascalo, A. (1984). Effects of legitimate and coercive power on supervisor’s influence of counselor’s acceptance of negative feedback. Dissertation Abstracts International, 45, 416A-416A.
17.
McCroskey, J. C. , & Richmond, V. P. (1983). Power in the classroom 1: Teacher and student perceptions. Communication Education, 32, 175-184.
18.
Nunnally, J. C. , & Bernstein, I. H. (1994). Psychometric theory (3rd ed.). New York: McGraw-Hill.
19.
Paik, M. (1985). A graphic representation of a three-way contingency table: Simpson’s paradox and correlation. American Statistician, 39(1), 53-54.
20.
Rahim, M. A. (1988). The development of a leader power inventory. Multivariate Behavioral Research, 23, 491-503.
21.
Rahim, M. A. (1989). Relationships of leader power to compliance and satisfaction with supervision: Evidence from a national sample of managers. Journal of Management, 15(4), 545-556.
22.
Rahim, M. A. , & Buntzman, G. F. (1989). Supervisory power bases, styles of handling conflict with subordinates, and subordinate compliance and satisfaction. Journal of Psychology, 123(2), 195-210.
23.
Rahim, M. A. , & Magner, N. R. (1996). Confirmatory factor analysis of the bases of leader power: First-order factor model and its invariance across groups. Multivariate Behavioral Research, 31(4), 495-516.
24.
Rahim, M. A. , & Psenicka, C. (1994). Convergent and discriminant validity of the Rahim Leader Power Inventory. Perceptual and Motor Skills, 78, 488-490.
25.
Robyak, J. E. (1981). Effects of gender on the counselor’s preference for methods of influence. Journal of Counseling Psychology, 28(1), 7-12.
26.
Robyak, J. E. , Goodyear, R. K., & Prange, M. (1987). Effects of supervisors’sex, focus and experience on preferences for interpersonal power bases. Counselor Education and Supervision, 26(4), 299-309.
27.
Robyak, J. E. , Goodyear, R. K., Prange, M. E., & Donaham, G. (1986). Effects of gender, supervision, and presenting problems on practicum students’ preference for interpersonal power bases. Journal of Counseling Psychology, 33(2), 159-163.
28.
Shapiro, D. A. , & Anderson, J. A. (1989). One measure of supervisory effectiveness in speech-language pathology and audiology. Journal of Speech and Hearing Disorders, 54(4), 549-557.
29.
Simpson, E. H. (1951). The interpretation of interaction in contingency tables. Journal of Royal Statistical Society, Series B, 13, 238-241.
30.
Wexley, K. N. , & Snell, S. A. (1987). Managerial power: A neglected aspect of the performance appraisal interview. Journal of Business Research, 15, 45-54.
