Nov 24, 2011
This paper examines the relationship between managers’ use of social power and employees’ organizational commitment level in context of nationalised commercial banks (NCBs) of Bangladesh. The five bases of social power, as developed by French and Raven (1959), were utilised to investigate the relationship. Bivariate correlation, factor analysis, and hierarchical multiple regression analyses were performed on data obtained from NCBs employees. The results indicate significant relationship between organisational commitment and two bases of social power. Implications for practicing managers and for future research are also discussed