Investigating the bases of power : referred to by heads of state schools in Malta in their professional relationship with members of staff

Abstract

Social scientists have identified power as an inherent component of any social construct. It is indeed exceedingly difficult to contemplate the development of any human interaction without regard for the power capacity of the participants. Furthermore, it is assumed that if one is acknowledged as having power over others, such authority has to have some form of justification. French and Raven’s (1959) and Raven’s (1965, 1992) further-developed taxonomy, referred to the different manifestations of power as bases of power. This qualitative research aims to investigate the sources of power which Heads of State Schools in Malta turn to so as to effectively manage their subordinates. Primary data was collected through nine semi-structured interviews with Heads of State Schools to attain the said aim. Braun and Clarke’s (2006) Thematic Analysis was then employed so as to analyse the gathered information. Even though informants had no knowledge of the above-mentioned categorisation of power bases, findings suggest that HoS employed, frequently simultaneously, a number of power sources classified in said taxonomy. As a matter of fact, participants argued that organisational parameters, and the lack of resources provided by their employing organisation, restrained their capacity to adequately sustain impersonalreward and coercive powers. Actually, interviewees repeatedly highlighted their preference for ‘soft’ powers, also in consideration of the negative repercussions associated with the use of ‘harsh’ power bases. Indeed, pursuing adherence by conveying reasoned explanations was the form of power most regularly referred to. Moreover, of the four bases labelled as legitimate powers, legitimate-position, a 'harsh' power, was the least applied, whereas use was made of equity, dependence, and, in particular, legitimate-reciprocity power. Furthermore, interviewees emphasised the relevance of nurturing a positive relationship with staff members so as to enhance their capacity to access and apply their bases of power.