Power sources used by managers and their effects on managerial and organizational effectiveness: A study at five-star hotels in Turkey

In this study, the relations of the power sources used by first-line managers with the managerial and organizational effectiveness are examined. For the study 13 hotels with 5 stars located in several regions of Turkey were chosen. Job Description Index and Rahim's Leader Power Inventory to be filled by subordinates were submitted to these hotels in order to evaluate the managerial and organizational effectiveness. Then, collected questionnaires were analyzed by using statistical methods. In this study, subordinate satisfaction with supervision and job represents managerial effectiveness while organizational commitment of subordinate indicates organizational effectiveness. Among the results are significant relations between power sources and managerial and organizational effectiveness. Especially referent and expert power (personal power sources) used by the first-line managers increase subordinate satisfaction and commitment to the organization. In addition, in spite of being a positional power source, reward power, either used by managers or perceived by subordinates affects managerial and organizational effectiveness positively. Another result is that coercive and legitimate powers that are positional power sources influence subordinate satisfaction and commitment to the organization in a negative way. But result did not show a significant relation. In summary, at the end of this study it can be said that personal power sources in comparison to positional power sources produce more affirmative results over managerial and organizational effectiveness.