CONCEPTUALIZING AND MEASURING A POWER INTERACTION MODEL OF INTERPERSONAL INFLUENCE/

In response to new theoretical conceptualizations (Raven, 1992, 1993), an instrument was developed to measure 11 bases of power, the origina l 6 French and Raven (1959; Raven, 1965) bases of power, with 3 of the se further differentiated: reward (personal, impersonal), coercion (pe rsonal, impersonal), legitimate (position, reciprocity;equity, depende nce), expert, referent, and information. In Study 1, 317 American stud ent respondents rated the likelihood that each of these power bases co ntributed to a supervisor successfully influencing a subordinate in a series of hypothetical situations. The internal consistency of the ite ms which made up the 11 power bases proved adequate. Factor analysis f ound 7 factors and 2 categories of bases: harsh and soft. In Study 2, which used 101 Israeli health workers, the earlier findings were gener ally supported. In addition, job satisfaction was found to be positive ly related to the attribution of soft bases to the supervisor.