The Systematic Measurement of French and Raven's Bases of Social Power in Workgroups

A typology of five bases of social power developed by French and Raven (1959) has been used to study small-group behavior in field settings by various researchers but interpretation of these data is limited by several methodological shortcomings. This study describes the development and testing of questionnaire measures for the Legitimate, Expert, Referent, Reward, and Coercive bases of social power and attempts to correct some of the scale format confounds that have affected previous empirical efforts. Analyses of Likert-scaled responses from the 23-item questionnaire show for the first time that these five constructs are factorially identifiable and orthogonal. Scale responses are shown to accurately reflect hierarchical status differences in an organization and to correlate significantly with such common leader behaviors as Initiation of Structure and Consideration.     

Use of Socially Dependent Bases of Power: French and Raven's Theory Applied to Workgroup Leadership1

This study examines how supervisors from three different organizations use social power in workgroups. A sample of 127 leaders completed a self-report questionnaire describing social influence attempts using a scale derived from French and Raven's (1959) five bases of social power. The results show no significant differences between organizations in use of the bases of social power. Referent and Expert powers were used significantly more frequently by these leaders than Legitimate, Reward, and Coercive powers. The number of subordinates supervised within the workgroup was significantly correlated with increased use of Coercive power by the workgroup leader. These results are discussed in terms of the potential for using socially dependent influence to explain leaders' direction of workgroup members.