This paper extends earlier research on perceived leader reinforcement behavior and its affective and behavioral correlates. The current study examines relationships among subordinate perceptions of our supervisory (“leader”) reinforcement behaviors (contingent and noncontingent reward and punishment behavior) and the five French and Raven (1959) bases of power (reward, coercive, legitimate, expert, and referent power). Based upon the literature, five sets of hypothesized relationships were developed, relating the perceived power bases to the perceived reward and punishment behaviors. Bivariate correlation, stepwise multiple regression, and hierarchical multiple regression analyses were performed on data obtained from surveys conducted in two large (N = 375, 297) samples. The results supported the positive effects of subordinate-perceived supervisor contingent reward and punishment behavior and the negative effects of noncontingent punishment on subordinate perceptions of their supervisor's power. Not supported were the moderating effects of time spent in interaction or time under the direction of the supervisor on these relationships. Implications for practicing managers and for future research are discussed.
- contingent noncontingent reinforcement
ASJC Scopus subject areas
- Management of Technology and Innovation
- Strategy and Management
- Social Sciences(all)
- Arts and Humanities (miscellaneous)