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Managerial Power Bases and Subordinates' Manifest Needs as Influences on Psychological Climate

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Abstract

This study investigated the-relative and interactive effects of manifest needs and managerial power bases as explanatory variables of psychological climate. Previously validated measures of the constructs were completed by 420 full-time employees in the United States of America. Using the dimensions of psychological climate as the dependent variables denoting managerial effectiveness, stepwise multiple regression analyses with the managerial power bases as explanatory variables indicated the amount of explained variance in dimensions of psychological climate ranged from two percent for autonomy to 52 percent for trust. Hierarchical multiple regression involved analyzing possible interactions of the managerial power bases with the manifest needs of the subjects. Results indicated four of the dimensions of psychological climate were affected by the interaction of the supervisor power bases and manifest needs of the subordinate. The influence of managers on the psychological climate was discussed.

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    Edward A. Ward

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Ward, E.A. Managerial Power Bases and Subordinates' Manifest Needs as Influences on Psychological Climate. Journal of Business and Psychology 12, 361–378 (1998). https://doi.org/10.1023/A:1025083631828

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