Leadership and the Dynamics of Power and influence of Academicians in the Indian Higher Education Institutions


  • Dr. Monu Singh
  • Dr. Priyanka Chhiber
  • Dr. Aeeshwarya Dixit
  • Megha Bakshi
  • Sunny Kumar


The lack of appropriate power possessed by an organization's leaders impedes its smooth operation. The goal of this research is to assess the relevance of French and Raven's (1959) typology of the five bases of power in the academic field, namely, Reward, Coercive, Legitimate, Expert, and Referent. The study attempts to quantify academicians' various levels of power in relation to their jobs based on their leadership positions. The study is primary in nature, and data has been gathered using a questionnaire. In this study, the questionnaire has been adopted from Frost, D. E., & Stahelski, A. J. (1988). The snowball sampling technique has been used with a sample unit that included 824 academicians from various colleges and Universities of Delhi and the Delhi/ NCR region of the Country.  These academicians are holding Various positions of leadership in the academic sector. Vice-chancellor / Director, Registrar, Dean, Associate Dean and Head of the department.  Multiple regression, T-test and Leven’s test has been used in the study. The research discovered that French and Raven's (1959) five bases of power have been successfully applied to the various leadership positions of academicians. Power has been found to be positively and significantly associated with both academic leaders’ positions.