An Analysis of Power in a Work Setting

Abstract

Summary After Kipnis et al., it was hypothesized that superiors who believe they employ strong means of influence attribute the behavior of their subordinates to that influence, devalue the contributions of their subordinates, and increase the social distance between themselves and their subordinates. Also, the effects of superior power from the viewpoint of the subordinate were assessed. With the use of different measures of power, attribution, and performance from Kipnis et al. and a sample of 77 female and male American nurses, it was found that superiors who perceive themselves to be relatively powerful report a greater social distance from their subordinates than less powerful superiors. Kipnis et al.'s other findings generally were not replicated. Examined subordinate reactions were shown to be minimal. The limitations of the study and the need to further explore the role of superior power in work settings are discussed.