Accounting for subordinate perceptions of supervisor power: an identity-dependence model

Area of Science:

• Organizational Behavior
• Social Psychology

Background:

• Understanding supervisor power dynamics is crucial in organizational settings.
• Existing theories inadequately explain how subordinate perceptions of power influence outcomes.

Purpose of the Study:

• To present a model explaining subordinate perceptions of supervisor power.
• To identify causal mechanisms linking these perceptions to subordinate outcomes.

Main Methods:

• The study draws on identity theory and resource-dependence theory.
• A conceptual model is proposed linking supervisor power, resource control, and subordinate outcomes.

Main Results:

• Supervisor power is perceived when resources for identity enactment and maintenance are controlled.
• Four conditions result from power perceptions and resource intentions: confirmation, hope, apathy, and progressive withdrawal.
• These conditions correlate with relationship quality, turnover, and identity changes.

Conclusions:

• Supervisor power perceptions significantly influence subordinate experiences and behaviors.
• The proposed model offers a framework for understanding functional and dysfunctional workplace dynamics.
• Interventions targeting resource allocation and identity support can improve supervisor-subordinate relationships.