Abstract:

Abstract In this study, the influence of the leadership’s perception of different power sources on employees’ tasks and contextual performance and the formative role of the Pelz effect in this process was studied. The Pelz effect is a proposal that claims that the effectiveness of a leader and the power to direct employees to the achievements of organizational objectives cannot be addressed independently of the leader’s ability to influence themselves, listen to themselves and get strategic information from them. In this context, the differentiated relationships between the different power sources used by the leader (legal, rewarding, compelling, expertise-knowledge, charismatic) and the work performance forming task and contextual performance have been tested in the light of data collected from 195 people working in the public sector in the context of the Pelz effect and it has been found that the Pelz effect plays a formative role in the relationships between the recognized rewarding power, expertise-knowledge power and charismatic power and task performance.