An Examination of Subordinate-Perceived Relationships Between Leader Reward and Punishment Behavior and Leader Bases of Power

Timothy R. Hinkin, Chester Schriesheim

Research output: Contribution to journalArticle

22 Citations (Scopus)

Abstract

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.

Original languageEnglish (US)
Pages (from-to)779-800
Number of pages22
JournalHuman Relations
Volume47
Issue number7
DOIs
StatePublished - 1994

Fingerprint

Supervisory personnel
reward
penalty
leader
examination
Reinforcement
reinforcement
Managers
regression
Punishment
Reward
expert
manager
Supervisors
interaction
Multiple regression
time
Contingent
Multiple Regression

Keywords

  • contingent noncontingent reinforcement
  • power
  • punishment
  • reward

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management
  • Social Sciences(all)
  • Arts and Humanities (miscellaneous)

Cite this

An Examination of Subordinate-Perceived Relationships Between Leader Reward and Punishment Behavior and Leader Bases of Power. / Hinkin, Timothy R.; Schriesheim, Chester.

In: Human Relations, Vol. 47, No. 7, 1994, p. 779-800.

Research output: Contribution to journalArticle

@article{bacaa582be74476eb31042748a4c71d1,
title = "An Examination of Subordinate-Perceived Relationships Between Leader Reward and Punishment Behavior and Leader Bases of Power",
abstract = "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.",
keywords = "contingent noncontingent reinforcement, power, punishment, reward",
author = "Hinkin, {Timothy R.} and Chester Schriesheim",
year = "1994",
doi = "10.1177/001872679404700702",
language = "English (US)",
volume = "47",
pages = "779--800",
journal = "Human Relations",
issn = "0018-7267",
publisher = "SAGE Publications Ltd",
number = "7",

}

TY - JOUR

T1 - An Examination of Subordinate-Perceived Relationships Between Leader Reward and Punishment Behavior and Leader Bases of Power

AU - Hinkin, Timothy R.

AU - Schriesheim, Chester

PY - 1994

Y1 - 1994

N2 - 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.

AB - 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.

KW - contingent noncontingent reinforcement

KW - power

KW - punishment

KW - reward

UR - http://www.scopus.com/inward/record.url?scp=84973705293&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84973705293&partnerID=8YFLogxK

U2 - 10.1177/001872679404700702

DO - 10.1177/001872679404700702

M3 - Article

AN - SCOPUS:84973705293

VL - 47

SP - 779

EP - 800

JO - Human Relations

JF - Human Relations

SN - 0018-7267

IS - 7

ER -