Some suggestions for modifying the incremental influence of organizational members

The purpose of this series of three studies was to examine ways of modifying incremental influence. The first was an experimental laboratory study involving manipulation of interpersonal attraction via perceptions of similarity. Results from Study I strongly supported the hypothesis that referent power can be changed as a function of interpersonal attraction. Study II reports on an organizational simulation and provides further evidence for the linkage between interpersonal attraction and referent power. This study also tested the hypothesis that satisfaction covaries with self-perceived referent power. The data, while supporting the hypothesis, expanded the association of satisfaction to the other power bases, i.e., expert, reward, coercive, and legitimate. The final study examined power changes as a function of organization development interventions in a field setting. The findings show that not only was referent power enhanced, as hypothesized, but that other power bases also changed. In addition, hypotheses previously tested in Studies I and II received further confirmation in Study III. The overall pattern of results suggests that referent power can be altered by affecting the interpersonal attraction of group members. Implications for organizational intervention and practice are discussed, and some possible modifications to the theoretical framework of power are advanced.