Leaders' Bases of Social Power and Anticipation of Targets' Resistance as Predictors of Transactional and Transformational Leadership
This paper examines the value of power and resistance for predicting transactional and transformational leadership. A sample of 232 leader-follower dyads was used to examine these relationships using Hinkin and Schriesheim's 1989 measure of power, Barbuto's 2000 measure of resistance, and Bass' 1985 measure of transformational leadership. Analysis yielded a significant negative relationship between leaders' Reward Power and their use of Individualized Consideration.