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ems of stress arousal which were exposed to a varimax rotated principal components factor analysis to assess the dimension of this dependent variable. The 2 extracted factors of job stressors were renamed as “role ambiguity” and “overload” respectively. Whereas, for stress arousal, Factor I was named as “discord” and F... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.33 | 0.86 | ["career"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.795929 | [
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iguity/lack of control Not knowing what your supervisor thinks of you, how he/she evaluates your performance .888 Not knowing just what the people around you expect of you .843 Being unclear on just what the scope and responsibilities of your job are .806 Feeling unable to influence your immediate supervisor’s decision... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.864 | ["decision_making", "career", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.796084 | [
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o little authority to carry out the responsibilities assigned to you .645 .558 Factor II: Overload Feeling that your job tends to interfere with your family life .886 Thinking that you’ll not be able to satisfy the conflicting demands of various people over you .868 Thinking that the amount of work you have to do may i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.422 | 0.88 | ["career", "war_conflict", "family"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.796246 | [
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.816 Eigenvalue 6.893 1.081 Variance (%) (Total: 79.737%) 68.926 10.811 Kaiser-Meyer-Olkin MSA .902 Bartlett’s test of sphericity 1963.157** Reliability (Cronbach’s alpha) .931 .940 Open in a new tab Note: N = 195; ** p < .01; Items are grouped for presentation purpose. Bolded loadings indicate the inclusion of those i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.472 | 0.706 | ["communication"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.796384 | [
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ord Feeling sad or depressed .947 Preoccupied with recurrent thoughts .942 Upset .941 Feeling tense .940 Thinking about things that upset you .930 Annoyed .929 Concerned or worried .927 Having difficulty relaxing .923 Irritable .919 Having difficulty adjusting or just coping .909 Anticipating or remembering unpleasant ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.44 | 0.694 | ["crisis", "diplomacy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.796511 | [
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peaceful .961 Feeling relaxed .953 Eigenvalue 11.296 3.631 Variance (%) (Total: 87.805%) 66.445 21.360 Kaiser-Meyer-Olkin MSA .944 Bartlett’s test of sphericity 5562.798** Reliability (Cronbach’s alpha) .986 .979 Open in a new tab Note: N = 195; ** p < .01; Items are grouped for presentation purpose. Bolded loadings in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.466 | 0.702 | ["communication", "diplomacy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.796637 | [
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ation to determine whether the subscales were independent measures of the same concept. Generally, intercorrelations among the power dimensions registered value of between .20 to .77 ( p < .01 ), whereas, the intercorrelations for the subscales of dependent variables, namely role ambiguity/lack of control, overload, ps... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.403 | 0.696 | [] | 484 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.796750 | [
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ve demonstrated acceptable levels of correlation. As shown in Table 6 , the standard deviations of the variables were either close to or exceeded 1.0, indicating that the study variables were discriminatory. Table 6. Correlation analysis: pearson correlation matrix 1 2 3 4 5 6 7 8 9 10 11 1. Psychosocial support 2. Car... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.52 | 0.718 | ["career", "war_conflict", "education"] | 507 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.796883 | [
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Coercive power .121 .172* .199** .296** .253** 7. Connection power .499** .408** .801** .589** .546** .326** 8. Role ambiguity/lack of control .178* .277** .189** .153* .223** .538** .267** 9. Overload .341** .362** .330** .240** .202** .414** .367** .740** 10. Psychological discord .087 .057 -.130 -.190** -.108 .224**... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.676 | ["networking"] | 423 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797008 | [
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253** .176* -.009 -.008 -.162* -.213** -.165* No. of item 11 6 15 5 5 4 5 6 4 13 4 Mean 3.968 3.806 4.964 5.235 4.585 3.903 4.958 3.825 3.921 1.964 2.830 Standard deviation 1.327 1.269 .970 1.091 1.337 1.534 1.191 1.224 1.404 .958 1.244 Open in a new tab Note: **Correlation is significant at the 0.01 level (2-tailed); ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.337 | 0.726 | [] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797127 | [
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heses that comprised the direct and moderating effects of power bases, mentoring, and job stress. Tables 7 and 8 present the results of the analyses of the three constructs. Table 7. Regression analysis on power bases and job stressors with the interaction effect of mentoring Job stressors Criterion variables Role ambi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.563 | 0.87 | ["career"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797265 | [
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3) Predictor variables Personal power .050 .043 .872* .231 .189 .674 Legitimate power -.145 -.125 -1.308*** -.059 -.035 -1.395*** Reward power .098 .090 .509* -.072 -.052 .532 Coercive power .516*** .501*** .596** .358*** .346*** .308 Connection power .090 .041 .228 .139 .041 .613 Moderating Variables Psychosocial supp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.54 | 0.704 | ["career", "war_conflict", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797397 | [
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power * career support .562 .977 Reward power * career support 2.792*** 2.475*** Coercive power * career support -.575 -.743 Connection power * career support 1.130 -.200 Personal power * psychosocial support .980 1.243 Legitimate power * psychosocial support 1.606* 1.643 Reward power * psychosocial support -3.397*** -... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.712 | ["career", "networking", "war_conflict"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797539 | [
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29 Adjusted R 2 .293 .313 .433 .227 .266 .374 R 2 change .311 .027 .144 .247 .046 .136 F 17.060*** 13.633*** 9.697*** 12.383*** 11.051*** 7.823*** Open in a new tab Note: N = 195; * p < .05, ** p < .01, *** p < .001; R 2 = R 2 change for each step; Beta = Standardized beta coefficients. Table 8. Regression analysis on ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.514 | 0.74 | [] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797638 | [
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d Beta (Model 1) Std Beta (Model 2) Std Beta (Model 3) Std Beta (Model 1) Std Beta (Model 2) Std Beta (Model 3) Predictor variables Personal power -.077 -.122 .292 .177 .195 .024 Legitimate power -.271** -.269** -.275 .309** .313** 1.153** Reward power -.035 .004 -.139 .095 .076 -.187 Coercive power .291*** .298*** -.2... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.712 | ["networking", "career", "war_conflict"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797730 | [
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Career support -.089 -2.365*** .097 .847 Interaction Variables Personal power * career support -2.464 .315 Legitimate power * career support .280 -.784 Reward power * career support 2.573*** -1.180 Coercive power * career support .297 1.082* Connection power * career support 2.632* -.201 Personal power * psychosocial s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.7 | ["career", "networking", "war_conflict"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797827 | [
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ychosocial support .420 -.374 Connection power * psychosocial support -1.143 -.097 R 2 .127 .145 .331 .122 .127 .204 Adjusted R 2 .104 .113 .266 .099 .094 .128 R 2 change .127 .018 .185 .122 .005 .077 F 5.500*** 4.537*** 5.142*** 5.270*** 3.892** 2.668** Open in a new tab Note: N = 195; * p < .05, ** p < .01, *** p < .... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.744 | ["networking", "career"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.797917 | [
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raction effect of mentoring Table 7 illustrates the power bases with components of job stress namely, role ambiguity and lack of control. Table 3 illustrated power bases with components of job stress namely, role ambiguity and lack of control. Only one type of power namely coercive power was positively related with rol... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.509 | 0.866 | ["career"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798022 | [
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ositively effect on role ambiguity/lack of control ( p < .05). In step 3, mentoring was found to have moderated the relationship between reward power on both dimensions of job stressors ( p < .001), personal and legitimate power on role ambiguity ( p < .05), and coercive power on overload dimension of job stressors ( p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.584 | 0.86 | ["networking", "career", "war_conflict"] | 473 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798113 | [
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een power bases and stress arousal and mentoring. Legitimate power, coercive power were found to be positively related with psychological discord with p < .01 and p < .001, respectively. On the other hand, legitimate and connection power have positive significant effect on relaxation ( p < .01). R 2 value showed varian... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.848 | ["networking"] | 465 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798205 | [
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cord and relaxation dimensions of stress arousal. On the other hand, R 2 value also indicated that the incremental variance explained 33 percent and 20 percent of the variability in psychological discord and relaxation dimensions of stress arousal. Mentoring was found to have moderated the relationship between power ba... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.449 | 0.85 | ["networking"] | 506 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798294 | [
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on in explaining the variation in stress arousal. In addition to that, we estimated the effect size using by following Cohen’s f 2 procedure (Cohen 1988 ) and the formula given below: i = interaction model m = main effect model The results suggest that for Psychological discord ( f 2 = 0.278), role ambiguity/lack of co... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.35 | 0.874 | ["philosophy"] | 457 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798384 | [
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tion ( f 2 = 0.097) was only a small effect size. Discussion Overall, the stated research hypotheses received partial to moderate support from the data. As stated by Selvarajah and Denny ( 2008 ), managerial behavior is one of the important components associated with the excellent leadership in Malaysia. First, the sta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.425 | 0.846 | ["leadership", "networking", "management", "career"] | 478 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798483 | [
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timate, coercive, and connection with job stress. The analysis has indicated that position power such as legitimate power and coercive power were found to have direct effect on job stressors. This is because legitimate power is the target’s perception that the power holder has the authority or right to prescribe behavi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.866 | ["career", "management", "networking", "war_conflict", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798577 | [
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performance and reduce their stress (Munir et al. 2012 ). Hence, leaders who possess legitimate power are able to give better instruction for the job of subordinates. Subordinates would tend to feel relax when carrying out the job since the instruction from leaders is not ambiguous. In addition, coercive power of the l... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.83 | ["leadership", "career", "philosophy"] | 421 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798677 | [
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of control, overload, and psychological discord. Coercive power which is commonly used among leaders (Sibley and Michie 1982 ; Stanworth 1984 ; Manaresi and Uncles 1995 ; Yavas 1998 ; Tourish et al. 2009 ) make subordinates unclear of their role as punishment without reasonable justification would lead to higher emotio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.622 | 0.858 | ["leadership", "networking", "philosophy"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798772 | [
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tively related to relaxation dimension of stress arousal. Connection power means relationships, information networks, alliances, and communities of practice (Strang 2005 ). Leaders who have connection power would make their subordinates feel less tension. In addition to that, according to Turner ( 2005 ), people influe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.471 | 0.844 | ["networking", "leadership", "diplomacy", "philosophy", "rhetoric"] | 503 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798870 | [
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ive when it is combined with non-forcing tactics. Mistakes in themselves can be costly but in addition there is the time taken to put things right. As stated by past researchers (e.g., Kamaruddin et al. 2012 ), certain level of stress, if it is managed properly, is constructive as it can help the employees to achieve b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.403 | 0.868 | ["philosophy"] | 474 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.798971 | [
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particular power on its own (Emans et al. 2003 ). Hence, hypothesis 1 is partially supported. Interestingly, personal power such as referent power, expert power, and informational power were not found to have any effect on job stress. This could be due to the fact that in service industry, subordinates are well equippe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.55 | 0.856 | ["leadership", "career", "education", "economy", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.799066 | [
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the leaders’ professional knowledge (Yagil 2002 ). As contended by Kipnis and Vanderveer ( 1971 ), personal power of supervisors would only have effect on low-power or incompetent subordinates and therefore, in this case, there is no need for supervisors to exert personal on subordinates. Hence, second hypothesis is re... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.543 | 0.858 | ["career", "leadership", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.799159 | [
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mbiguity/lack of control, overload, relaxation, and psychological discord. This could be due to the fact that employers want to apply mentoring system to reinforce and enhance the reciprocal relationship with their subordinates. This is further supported by Eby et al. ( 2013 ) that mentors that are supportive to their ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.41 | 0.852 | ["career", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.799249 | [
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cess, and lower intentions to leave the organization among the employees. Hence, if there is apparent m | https://pmc.ncbi.nlm.nih.gov/articles/PMC4141935/ | Relationship between bases of power and job stresses: role of mentoring - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.432 | 0.584 | [] | 103 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:33.799328 | [
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d to Search Employment / psychology* Actions Search in PubMed Search in MeSH Add to Search Female Actions Search in PubMed Search in MeSH Add to Search Humans Actions Search in PubMed Search in MeSH Add to Search Interpersonal Relations Actions Search in PubMed Search in MeSH Add to Search Italy Actions Search in PubMe... | https://pubmed.ncbi.nlm.nih.gov/23072507/ | Bases of social power, leadership styles, and organizational commitment - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.645 | ["leadership", "career"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.014871 | [
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Add to Search Organizational Objectives Actions Search in PubMed Search in MeSH Add to Search Personnel Loyalty* Actions Search in PubMed Search in MeSH Add to Search Power, Psychological* Actions Search in PubMed Search in MeSH Add to Search LinkOut - more resources Full Text Sources Ovid Technologies, Inc. Wiley Othe... | https://pubmed.ncbi.nlm.nih.gov/23072507/ | Bases of social power, leadership styles, and organizational commitment - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.512 | 0.812 | [] | 362 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.014978 | [
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Full text links Cite Display options Display options Format Abstract PubMed PMID Abstract Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds... | https://pubmed.ncbi.nlm.nih.gov/23072507/ | Bases of social power, leadership styles, and organizational commitment - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.379 | 0.812 | ["philosophy", "war_conflict"] | 440 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.015031 | [
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er rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the int... | https://pubmed.ncbi.nlm.nih.gov/23072507/ | Bases of social power, leadership styles, and organizational commitment - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.832 | ["leadership", "philosophy", "networking", "war_conflict"] | 507 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.015095 | [
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ip style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In ... | https://pubmed.ncbi.nlm.nih.gov/23072507/ | Bases of social power, leadership styles, and organizational commitment - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.501 | 0.816 | ["leadership", "education", "philosophy"] | 428 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.015147 | [
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rted with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2... | https://pubmed.ncbi.nlm.nih.gov/23072507/ | Bases of social power, leadership styles, and organizational commitment - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.427 | 0.856 | ["education", "leadership", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.015196 | [
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port having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power... | https://pubmed.ncbi.nlm.nih.gov/23072507/ | Bases of social power, leadership styles, and organizational commitment - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.602 | 0.852 | ["leadership", "career", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.015244 | [
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Front Psychol . 2018 Jul 2;9:1094. doi: 10.3389/fpsyg.2018.01094 The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link Daniela K Haller Daniela K Haller 1 Chair of Social Psychology, Department of Psychology and Pedagogics, Ludwig Maximilian University Munich, Munic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.635 | 0.85 | ["leadership", "ethics", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.244229 | [
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y, Department of Psychology, Pedagogics, and Sport Science, Universität Regensburg, Regensburg, Germany Find articles by Peter Fischer 2 , Dieter Frey Dieter Frey 1 Chair of Social Psychology, Department of Psychology and Pedagogics, Ludwig Maximilian University Munich, Munich, Germany Find articles by Dieter Frey 1 Au... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.531 | 0.692 | ["education", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.244497 | [
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Maximilian University Munich, Munich, Germany 2 Chair of Social, Work, Organizational and Business Psychology, Department of Psychology, Pedagogics, and Sport Science, Universität Regensburg, Regensburg, Germany Edited by: Gabriela Topa, Universidad Nacional de Educación a Distancia (UNED), Spain Reviewed by: Jing Qian... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.546 | 0.66 | ["education"] | 429 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.244633 | [
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of Barcelona, Spain ✉ *Correspondence: Daniela K. Haller daniela.haller@campus.lmu.de This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Received 2018 Feb 19; Accepted 2018 Jun 8; Collection date 2018. Copyright © 2018 Haller, Fischer and Frey. This is an open-acce... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.562 | 0.668 | ["innovation"] | 411 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.244754 | [
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the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.561 | 0.852 | ["innovation", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.244876 | [
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e socially responsible power use in the context of ethical leadership as an explanatory mechanism of the ethical leadership-follower outcomes link. Drawing on the attachment theory (Bowlby, 1969/1982 ), we explored a power-based process model, which assumes that a leader's personal power is an intervening variable in t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.467 | 0.836 | ["leadership", "ethics", "networking", "philosophy"] | 486 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.244997 | [
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s' moral identity in this transformation process. The results of a two-wave field study ( N = 235) that surveyed employees and a scenario experiment ( N = 169) fully supported the proposed (moderated) mediation models, as personal power mediated the positive relationship between ethical leadership and a broad range of ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.602 | 0.852 | ["leadership", "ethics", "networking", "career", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.245137 | [
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, as well as the interactive effects of ethical leadership and follower moral identity on these follower outcomes. Theoretical and practical implications are discussed. Keywords: ethical leadership, power, moral identity, commitment, work engagement, job satisfaction, leader effectiveness, extra effort Introduction Bal... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.842 | ["leadership", "ethics", "career"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.245267 | [
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ially responsible use of power leads to beneficial outcomes. As power use represents an essential element of leadership (Clements and Washbush, 1999 ), a decisive question arises about whether leaders in their function as power holders use their power to serve the greater good or abuse it for selfish ends. Moral scanda... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.622 | 0.858 | ["leadership", "ethics", "management"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.245387 | [
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cess, prompting both practitioners and academics to focus on the ethical dimension of leadership (Brown et al., 2005 ). These societal developments resulted in the evolvement of ethical leadership as a new leadership style, which has gained increasing scholarly interest (Brown et al., 2005 ; Brown and Treviño, 2006 ). ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.513 | 0.848 | ["leadership", "ethics", "career", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.245508 | [
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employee job satisfaction, performance, and organizational commitment (Treviño and Brown, 2014 ). Rooted in theories of social learning and social exchange (Brown and Treviño, 2006 ), a growing number of studies has begun to elucidate the empirically confirmed relationship between ethical leadership and follower outcom... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.846 | ["leadership", "ethics", "networking", "career", "education"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.245635 | [
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onceptualization of leadership as an influential process through which followers form values, attitudes, and behaviors (Khuntia and Suar, 2004 ), and examine the role of power in the ethical leadership-outcome link for the first time. By drawing on the attachment theory (Bowlby, 1969/1982 ) and integrating research on ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.626 | 0.858 | ["leadership", "ethics", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.245775 | [
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influencing process of ethical leadership on various follower outcomes from a power perspective (see Figure 1 ). We conceptualize ethical leadership as socially responsible power use (De Hoogh and Den Hartog, 2009 ), which involves with strong relational attachments (Bowlby, 1969/1982 ; Neubert et al., 2009 ). Thus, we... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.854 | ["leadership", "ethics", "networking"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.245903 | [
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empirically substantiated relationship between ethical leadership and advantageous follower outcomes. Figure 1. Open in a new tab Hypothesized model of processes linking ethical leadership and follower outcomes, moderated by a follower's moral identity and mediated by the attribution of personal power bases to a leader... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.624 | 0.86 | ["leadership", "ethics", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.246048 | [
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, 2011 ; van Gils et al., 2015 ), we examine the moderating role of an employee's moral identity (Aquino and Reed, 2002 ) to elucidate how ethical leadership is related to follower outcomes. Empirical evidence suggests that the dispositional inclination to focus on morals (van Gils et al., 2015 ) shapes the relationshi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.451 | 0.862 | ["leadership", "ethics", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.246168 | [
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lationship between ethical leadership and the attribution of personal power bases as well as the mediation of the interactive effects of ethical leadership and follower moral identity by personal power on follower outcomes. Thus, we aim to extend the current research on ethical leadership in three ways. Building on the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.856 | ["leadership", "ethics"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.246287 | [
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ethical leadership, empirically examining the effect of ethical leadership on a leader's personal power bases and integrating the concept of power with ethical leadership for the first time. This procedure ought to add a new defining element to the conceptualization of ethical leadership by explicating power use within... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.622 | 0.86 | ["leadership", "ethics", "communication", "rhetoric"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.246415 | [
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ip as a process and extend research on the mechanism of the ethical leadership-follower outcomes link. Thus, we examine a power-based psychological process that transfers ethical leadership into follower outcomes, adding new insight into ethical leadership's mechanism of action. Finally, we follow the call for a deepen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.479 | 0.824 | ["leadership", "ethics"] | 421 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.246534 | [
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e ethical leadership process (Den Hartog, 2015 ). Thus, we explore the moderating role of a self-concept-based personality variable for the first time—namely moral identity—in the relationship between ethical leadership and follower outcomes. To test the proposed process model, we conduct a field-study (study 1) survey... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.497 | 0.836 | ["leadership", "ethics", "education", "networking"] | 478 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.246653 | [
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perimentally manipulated as a dependent variable. Combining different methodologies, this procedure ensures a comprehensive examination of the hypothesized model, establishing a profound basis of conclusions. Theoretical background and hypotheses development Ethical leadership and follower outcomes At all times, the et... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.635 | 0.804 | ["leadership", "ethics"] | 412 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.246772 | [
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rded as particularly significant (Ciulla, 1998 ). Definitions of traditional scholarly work on ethical leadership are derived from a philosophical perspective, accentuating a prescriptive theoretical approach by establishing behavioral norms and moral standards that a leader should ideally meet (e.g., Kanungo and Mendo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.844 | ["leadership", "ethics"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.246890 | [
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p as a social scientific construct by focusing on empirical data and validating the construct in the field (Treviño et al., 2000 , 2003 ). Accordingly, construct development work was initiated with qualitative, interview-based field investigations within organizations by surveying corporate executives to characterize t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.575 | 0.82 | ["leadership", "ethics", "interview"] | 411 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.247034 | [
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ders (Treviño et al., 2000 , 2003 ). Brown et al. ( 2005 ) synthesized findings from the field in the following formal constitutive definition of ethical leadership behavior, determining it as “the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promoti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.602 | 0.82 | ["leadership", "communication", "decision_making", "ethics", "networking"] | 428 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.247155 | [
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on, reinforcement, and decision-making” (p. 120). Thus, ethical leadership implies two distinct behavior levels: the “moral person” aspect, referring to distinct personality characteristics such as trustworthiness, honesty, and integrity, and the “moral manager” facet, meaning that an ethical leader explicitly focuses ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.545 | 0.84 | ["ethics", "leadership", "management", "decision_making", "war_conflict"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.247277 | [
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wers and rewarding ethical behavior (Brown and Treviño, 2006 ). Although Brown et al. ( 2005 ) regard ethical leadership as a one-dimensional construct, there is growing belief in the conceptualization of ethical leadership as a multidimensional construct (Resick et al., 2006 ; De Hoogh and Den Hartog, 2008 ; Kalshoven... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.423 | 0.858 | ["leadership", "ethics", "war_conflict"] | 498 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.247406 | [
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ept (e.g., Eisenbeiss, 2012 ; Den Hartog, 2015 ). Consistently, research describes different leader behaviors as essentials of ethical leadership (see Den Hartog, 2015 ). For example, a cross-cultural study by Resick et al. ( 2006 ) states components of ethical leadership, such as character/integrity, ethical awareness... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.676 | ["leadership", "ethics", "management", "war_conflict", "education"] | 464 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.247526 | [
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hical accountability. Similarly, Kalshoven et al. ( 2011 ) developed the multidimensional ethical leadership at work (ELW) scale, which measures seven different dimensions of ethical leadership behavior, namely integrity, fairness, people orientation, power sharing, concern for sustainability, role clarification, and e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.826 | ["leadership", "ethics", "philosophy"] | 484 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.247654 | [
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d, leader behaviors” (Den Hartog, 2015 , p. 413). In this context, the scientific question arises whether the ethical leadership concept is culturally invariant. The current state of research indicates that the cross-cultural perceptions of characteristic ethical leader behaviors are similar to each other, though the s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.441 | 0.834 | ["leadership", "ethics"] | 455 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.247772 | [
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ltures (Resick et al., 2006 ; Den Hartog, 2015 ). The described critical scientific discussion about the theoretical concept of ethical leadership (Eisenbeiss, 2012 ) also raises an issue concerning conceptual differences of ethical leadership to other value-based leadership styles, such as transformational leadership ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.84 | ["leadership", "ethics", "philosophy", "decision_making"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.247893 | [
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ntegrity, and role modeling; these typical transformational leadership behaviors are anchored in the moral person dimension of ethical leadership (Brown et al., 2005 ; Brown and Treviño, 2006 ). However, there are substantial differences, which are also reflected by the incremental validity of ethical leadership in pre... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.854 | ["leadership", "ethics", "philosophy"] | 509 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.248024 | [
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leadership concept is needed (Den Hartog, 2015 ). Thus, transformational leadership focus on motivating followers by an inspiring vision and offering intellectual stimulation and can also be implemented in an unethical way (i.e., pseudo transformational leadership; Bass and Steidlmeier, 1999 , see Brown and Treviño, 20... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.527 | 0.846 | ["leadership", "ethics", "philosophy", "strategy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.248149 | [
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iors, such as emphasizing ethical standards and reinforcing followers' ethical conduct, which is rooted in the moral manager dimension of ethical leadership (Brown and Treviño, 2006 ). Combining transformational and transactional elements, ethical leadership is characterized by high efficiency and management success be... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.56 | 0.816 | ["leadership", "ethics", "management", "philosophy"] | 429 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.248278 | [
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tional and transactional (Waldman et al., 1990 ). An enormous amount of research on outcomes of ethical leadership consistently provides evidence for the beneficial impact of ethical leadership (Treviño and Brown, 2014 ). In addition to organizational citizenship behavior (e.g., Avey et al., 2011 ; DeConinck, 2015 ), a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.712 | ["leadership", "ethics", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.248397 | [
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ethical leadership is positively related to leader effectiveness (Brown et al., 2005 ; De Hoogh and Den Hartog, 2008 ; Toor and Ofori, 2009 ; Kalshoven et al., 2011 ). Moreover, ethical leadership is associated with advantageous job attitudes and job-related affective states, such as trust (Den Hartog and De Hoogh, 200... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.87 | ["leadership", "ethics", "career"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.248516 | [
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n Knippenberg, 2015 ), organizational commitment (Den Hartog and De Hoogh, 2009 ; Neubert et al., 2009 ; Hassan et al., 2013 ; Demirtas and Akdogan, 2015 ), job satisfaction (Neubert et al., 2009 ; Kalshoven et al., 2011 ), and work engagement (Chughtai et al., 2015 ; Demirtas et al., 2015 ), while reducing employee de... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.426 | 0.718 | ["career"] | 465 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.248638 | [
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(DeConinck, 2015 ; Demirtas and Akdogan, 2015 ). To enhance the validity and the scope of our proposed power-based process model of the ethical leadership-follower outcomes-link, we aim at testing a broad range of distinct follower outcomes which have empirically substantiated relations to ethical leadership. Thus, we ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.852 | ["leadership", "ethics", "career", "philosophy"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.248756 | [
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l follower job attitudes: follower extra effort, organizational commitment, job satisfaction, and work engagement. Generally defined in terms of the ability to attain goals (Bass, 2008 ), leader effectiveness captures a leader's performance as perceived by his or her followers (Felfe, 2006 ). Follower extra effort impl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.854 | ["career", "leadership", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.248896 | [
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red by “the willingness (…) to exert additional time and energy to achieve organizational goals” (Webb, 2007 , p. 58). Alternatively, job satisfaction reflects an emotional response to a job as whole or specific aspects of a job resulting from a cognitive process of comparing real circumstances with individual expectat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.519 | 0.854 | ["career"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.249021 | [
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consists of three components: affective, normative, and continuous commitment (Meyer and Allen, 1991 ). Affective commitment describes an “emotional attachment to, identification with, and involvement in the organization” (Meyer et al., 2002 , p. 21), and normative commitment captures the felt obligation to remain in a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.453 | 0.836 | [] | 472 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.249126 | [
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ipated costs of leaving (Meyer and Allen, 1991 ). In contrast to continuous commitment, affective and normative commitments are deemed positive and beneficial forms of commitment due to their consequences regarding an employee's behavior and state of mind (Meyer et al., 2002 ). Ethical leadership is consistently positi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.846 | ["leadership", "ethics", "philosophy"] | 500 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.249242 | [
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tog and De Hoogh, 2009 for a further discussion). Thus, the conceptualization of organizational commitment in this study refers to affective and normative commitment. Empirically distinct from organizational commitment (Hallberg and Schaufeli, 2006 ), we explore a fifth outcome work engagement, which is an indicator of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.844 | ["education"] | 510 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.249360 | [
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ion, and absorption” (Schaufeli et al., 2002 , p. 74). Vigor refers to a high amount of energy and mental resilience at work, and an investment of effort and persistence when considering obstacles. Dedication implies strong work involvement, coinciding with a sense of significance and feelings of enthusiasm, pride, and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.327 | 0.858 | ["motivation", "crisis"] | 510 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.249502 | [
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es detaching from work (Schaufeli et al., 2002 ). On the solid basis of current empirical research, we propose: H1a: ethical leadership is positively related to leader effectiveness. H1b: ethical leadership is positively related to follower extra effort. H1c: ethical leadership is positively related to organizational c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.68 | ["leadership", "ethics", "career"] | 463 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.249625 | [
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dership is positively related to work engagement. The mediating role of personal power in the ethical leadership-follower outcomes link The robust evidence on the beneficial effects of ethical leadership on follower outcomes elicits questions relating to the explanatory mechanism of this correlation. The common theoret... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.846 | ["leadership", "ethics", "networking", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.249749 | [
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6 ) and social-exchange theory (Blau, 1964 ; see Brown and Treviño, 2006 ). The framework of the social learning theory suggests that ethical leaders influence their employees' conduct by role modeling (Brown et al., 2005 ). Thus, followers imitate appropriate behavior by observing ethical leaders, who represent attrac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.832 | ["leadership", "ethics", "education"] | 430 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.249869 | [
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nd prosocial behavior (Brown and Treviño, 2006 ). Similarly, the social exchange theory perspective on the relationship between ethical leadership and positive follower outcomes implies that followers of ethical leaders tend to consider themselves in a social exchange relationship with their leader, encouraging the dev... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.456 | 0.836 | ["leadership", "networking", "ethics"] | 488 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.250013 | [
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ial follower outcomes (Brown and Treviño, 2006 ). Based on these theoretical considerations, several empirical studies examined diverse mediating mechanisms in the relationship between ethical leadership and follower outcomes. Thus, empirical evidence suggests the mediating role of environment factors, such as ethical ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.626 | 0.848 | ["leadership", "ethics", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.250172 | [
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rtas et al., 2015 ), employees' internal states such as self-efficacy (e.g., Walumbwa et al., 2011 ) or psychological capital (Bouckenooghe et al., 2015 ), and mediating mechanisms associated with the leader-follower-relationship such as leader-member exchange (Walumbwa et al., 2011 ; Hassan et al., 2013 ) and trust (C... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.605 | 0.706 | ["leadership", "ethics", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.250315 | [
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ethical leadership on follower outcomes, the influence process of the ethical leadership-follower outcomes link has not been examined from a power perspective. Leadership as an influential process through which followers form values, attitudes, and behaviors (Khuntia and Suar, 2004 ) is implicitly interrelated with pow... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.505 | 0.834 | ["leadership", "ethics", "philosophy"] | 442 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.250436 | [
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fluence (French and Snyder, 1959 ; Janda, 1960 ). Accordingly, French and Raven ( 1959 ) define five bases of power, indicating different forms in which power can be used by leaders to influence followers' behavior and outcomes. Legitimate, coercive, and reward power are classified as positional power bases since they ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.409 | 0.848 | ["leadership", "war_conflict", "philosophy"] | 451 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.250555 | [
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and Falbe, 1991 ; Northouse, 2007 ; Bass, 2008 ). Thus, legitimate power describes the formal authority of a position, while reward and coercive power represent the perceived potency to grant benefits or disadvantages to followers (French and Raven, 1959 ; Hinkin and Schriesheim, 1989 ). By contrast, personal power com... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.604 | 0.852 | ["leadership", "salary", "war_conflict", "philosophy"] | 501 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.250676 | [
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ency to influence (Student, 1968 ; Rahim, 2009 ). Manifesting as an emotional bond between leader and follower, personal power enables a leader to strengthen relationships with others by conveying affiliation, respect, and appreciation (Northouse, 2007 ; Bass, 2008 ). Expert power involves the capacity to grant informa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.636 | 0.848 | ["leadership", "decision_making", "networking", "career", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.250809 | [
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-solving competence, as well as a rational and reliable judgment by the leader, resulting in the perception of competence on the part of the employees (French and Raven, 1959 ; Hinkin and Schriesheim, 1989 ). Referent power describes the ability to convey feelings of personal acceptance and respect to subordinates, and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.718 | ["leadership", "decision_making"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.250939 | [
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and by perceiving him or her as a role model (French and Raven, 1959 ). Research shows that followers' perceptions of a leader's power bases depend on leadership behavior since behavioral cues convey power messages (e.g., Gioia and Sims, 1983 ; Hinkin and Schriesheim, 1990 ). Accordingly, findings demonstrate that foll... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.611 | 0.862 | ["leadership"] | 502 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.251058 | [
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6 ; Barbuto et al., 2001 ; Pierro et al., 2013 ). For example, a positive relationship between transformational leadership and personal power is empirically confirmed (Atwater and Yammarino, 1996 ; Pierro et al., 2013 ). Thus, leadership behavior affects followers' perceptions of a leader's social power. We assume that... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.68 | ["leadership", "ethics", "networking", "philosophy"] | 427 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.251178 | [
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g specific corresponding power bases to a leader. In this context, the question arises, which form of power use is characteristic of an ethical leader. Representing a key element of the relationship between a supervisor and his or her subordinates (Yukl, 2006 ), power should be used by leaders to promote collective goa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.507 | 0.868 | ["leadership", "ethics", "networking", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.251301 | [
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r with a facet of morality, namely the concern and responsibility for the welfare of others (Keltner et al., 2006 ). This link between social responsibility and power is manifested within the conceptualization of ethical leadership. From the perspective of social influence and power, the socially responsible use of pow... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.866 | ["leadership", "ethics"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.251430 | [
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fluencing in a socially responsible way the activities of an organized group toward goal achievement” (De Hoogh and Den Hartog, 2009 , p. 341). This definition implies an explicit emphasis on the means through which an ethical leader aims to achieve individual and collective goals, extending the general definition of l... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.52 | 0.862 | ["leadership", "ethics", "war_conflict", "philosophy"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.251555 | [
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ssociated with followers' perceptions of distinct corresponding power bases 1 . Building on De Hoogh and Den Hartog ( 2009 ) theoretical arguments and additionally drawing on the attachment theory (Bowlby, 1969/1982 ), we argue that ethical leadership is related to the attribution of personal power to a leader (see als... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.856 | ["leadership", "networking", "ethics", "rhetoric"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.251680 | [
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d dependent relationship partner, whereas the parent has the role of the stronger and wiser caregiver or attachment figure (Bowlby, 1969/1982 ; Davidovitz et al., 2007 ). The resulting relational attachments can be defined as emotional bonds that are built, as one relationship partner meets the needs of another (Bowlby... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.852 | ["networking", "leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.251812 | [
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tners interact in close proximity and the attachment figure (i.e., the leader) potentially offers support and security (Popper and Mayseless, 2003 ; Davidovitz et al., 2007 ). Core components of ethical leadership behavior consists of showing respect, protecting employees' interests and offering individually considerat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6036240/ | The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.605 | 0.692 | ["leadership", "ethics"] | 473 | Influence Without Authority Leadership | topic | 2026-04-01T16:30:34.251930 | [
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