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BASES OF LEADER POWER, SUBORDINATE COMPLIANCE, AND SATISFACTION WITH SUPERVISION: A CROSS‐CULTURAL STUDY OF MANAGERS IN THE U.S. AND S. KOREA

M. Afzalur Rahim (Western Kentucky University)
Nam Hyeon Kim (Keimyung University, South Korea)
Jay Sung Kim (Ohio State University)

The International Journal of Organizational Analysis

ISSN: 1055-3185

Article publication date: 1 February 1994

Abstract

This study compared the dimensionality and possession of the bases of supervisory power and their relationships to compliance and satisfaction with supervision between the U.S. (n = 459) and S. Korean (n = 625) managers. Results indicate that the factor structure of the power bases in the S. Korean sample was remarkably similar to those found in the U.S. sample; but whereas the U.S. managers reported relatively more position than personal power base, S. Korean managers reported relatively more personal than position power base. Similarities in the relationships of coercive, legitimate, and referent power bases to compliance, satisfaction, and dissimilarities in the relationships of expert and reward power bases to the criterion variables in the two samples are noted.

Citation

Afzalur Rahim, M., Hyeon Kim, N. and Sung Kim, J. (1994), "BASES OF LEADER POWER, SUBORDINATE COMPLIANCE, AND SATISFACTION WITH SUPERVISION: A CROSS‐CULTURAL STUDY OF MANAGERS IN THE U.S. AND S. KOREA", The International Journal of Organizational Analysis, Vol. 2 No. 2, pp. 136-154. https://doi.org/10.1108/eb028805

Publisher

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MCB UP Ltd

Copyright © 1994, MCB UP Limited