Relational power and influence strategies: An integrative model of power-dependency theory and guanxi

The purpose of this study was to examine the existence of relational power which is derived from an indigenous Chinese construct - guanxi. We integrate the power-dependency theory and guanxi, and empirically tested the hypotheses of the relational power with two well established power sources (position and personal) and their relationships with influence strategies (persuasive, assertive and relationship-based). Our analyses of data on survey responses (N=438) provide support for our argument regarding the existence of relational power, and showed that all three power sources predicted leaders' choices of influence strategies. The follow-up qualitative findings (N=17) from additional interviews with managers also shed interesting insights into the dynamics of different power sources. The study offers new insights to both practitioners and academicians, which is of growing importance because knowledge on power sources and understanding how it operates should help managers conscientiously cultivate desirable types of power. Our study also shows the dynamics of guanxi, thus helping the Westerners better understand work relationships in China and understand why guanxi/relational power is effective here.