The Use of Social Bases of Power in Retail Sales

AbstractSocial power theory has been used to explain how a sales manager may influence sales personnel in an industrial sales setting. The purpose of this study is to investigate the relationship between retail sales managers' power bases and retail salespeople's job satisfaction, role conflict, role ambiguity, work motivation, organizational commitment, and job performance. Results of the study suggest that noncoercive sources of power have greater influence on these variables than does coercive power.