The Relationships Among Perceived Leader Power Sources, Contextual Performance And Territoriality: A Study on White Collar Workers

This study problematizes the mechanisms through which perceived leader power sources affect employees’ contextual performance and the potential effect of attitudes of territoriality within this process. It is hypothesized that perceived power sources used by leaders affect followers’ contextual performance and employee territorial attitudes towards organizational space moderate this relationship. According to the findings of the study, scale mean scores for perceived leader power sources, territoriality and contextual performance demonstrate no significant difference in terms of the demographic variables of gender, age, education, and experience. The independent variables that account for most of the variance explained of contextual performance are referent power and legitimate power. Although territoriality has significantly positive correlation with contextual performance, as a single variable it has no significant effect on employee contextual performance. For the first step of the hierarchical multiple regression analyses, perceived leader power sources and territoriality are block entered as independent variables into the model whereby they are found to be predictive of contextual performance. In the second step, leader power sources*territoriality interactions are entered into the model whereby all regression models are found to be statistically significant.