000			01740pab a2200181 454500
008			180718b2007 xxu||||| |||| 00| 0 eng d
100			_aSia, Surendra K.
245			_aA correlational study of political styles and power bases in a public sector organisation
260			_c2007
300			_ap.112-22.
362			_aFeb
520			_aThis study is an attempt to find out the relationship between organisational political styles and power bases at different management levels. the four political styles advocated by Kakabadse - traditional, team coach, company baron and visionary - have been taken for this study. And the power bases measured are - reward, coercion, legitimate expert and referent. The sample size for the present study was 100, i.e. 50 at the lower managerial level and 50 at middle management level, within the age range of 35-45 years. It was observed that, except two situations, there is no significant difference between the two managerial levels on the political styles - power base relationship. The result showed that, significant positive correlation appeared between traditional style and coercion power base, team coach style and referent power base, team coach style and reward power base for both the managerial levels, whereas, a significant negative relationship between team coach style and coercion power at both the levels. Company barons were found to be having significant positive relation with legitimate power base at middle level and also satisfactory relation at the lower level. Visionary style was positively correlated with expert power. - Reproduced.
650			_aOrganizations
700			_aBhardwaj, Gopa
773			_aManagement and Labour Studies
908			_aN
909			_a74780
999			_c74780 _d74780