Power and Interdependence in Organizations (Cambridge Companions to Management)

Cover......Page 1
Half-title......Page 3
Title......Page 5
Copyright......Page 6
Deadication......Page 7
Contents......Page 9
Figures......Page 12
Tables......Page 13
Foreword......Page 15
References......Page 16
Introduction......Page 17
Defining power......Page 18
Power and interdependence in organizations......Page 20
The need to manage power......Page 21
The book......Page 22
Relationships to manage the faces of power......Page 23
Participative leadership: leading with others......Page 24
Exchange dynamics and outcomes......Page 25
Power to influence......Page 26
Leading with values......Page 28
References......Page 29
Part I Relationships to manage the faces of power......Page 31
1 Understanding power in organizations......Page 33
Why “power” makes people uncomfortable......Page 34
Why understanding power and influence is important – for individuals and organizations......Page 37
Some ways of overcoming ambivalence and understanding power and influence......Page 40
Conclusion......Page 45
References......Page 46
2 How can power be tamed?......Page 49
Power tamed by love and affiliation?......Page 50
Power tamed by reason and intellect?......Page 51
Responsibility......Page 52
Construct validity of the responsibility measure......Page 53
Responsibility tames power motivation......Page 54
Origins of responsibility......Page 56
The paradoxical role of responsibility in international crises......Page 57
Return of the repressed......Page 59
Historical consciousness......Page 60
Intimations of mortality......Page 61
Generativity......Page 62
References......Page 63
The self-concept......Page 68
Theoretical outlook on power processes and the self......Page 70
Power and the personal self......Page 71
Power and the social self......Page 72
The self, cooperation, and competition......Page 74
The self and the use of openness to influence tactics......Page 76
To conclude......Page 77
References......Page 79
4 The conceptualization of power and the nature of interdependency: The role of legitimacy and culture......Page 83
Two conceptualizations of power: functionalist vs. conflict......Page 85
Legitimacy moderates the effects of power......Page 86
Two conceptualizations of power: influence vs. responsibility......Page 88
Culture moderates the effects of power......Page 89
When does power have what effects?......Page 91
Why does power have such effects?......Page 93
References......Page 95
5 Power in cooperation and competition: Understanding the positive and negative faces of power......Page 99
Alternative goal interdependencies......Page 101
Expectations of power use......Page 102
Empirical studies on social context and power......Page 103
Power bases and social context......Page 104
The value of cooperative power relationships......Page 105
Utility for individuals......Page 106
Enhancing power relationships......Page 107
Collaborative influence......Page 108
Leading with power......Page 109
Collaborative influence......Page 110
Concluding comments......Page 111
References......Page 112
Part II Participative leadership Leading with others......Page 117
Introduction......Page 119
Formal and informal power......Page 120
Networks......Page 122
Leadership-sharing networks......Page 123
Supervisor strategies......Page 125
Dos and don’ts......Page 126
Research findings......Page 128
Attributions are keys......Page 130
Conclusion......Page 131
References......Page 132
7 Acting fairly to be the boss: Procedural justice as a tool to affirm power relationships with subordinates......Page 134
Power and procedural justice......Page 135
Benefits of using fair procedures: the case of legitimacy and competence......Page 138
Power promoting procedural justice: the case of unstable relationships, identifiability and sense of power......Page 141
Which power-holders will be most effective in this management strategy?......Page 142
Conclusion......Page 143
References......Page 144
8 A tale of two theories: Implicit theories of power and power-sharing in organizations......Page 149
The problem of power......Page 150
Power-sharing in organizations......Page 151
Implicit theories......Page 152
Two theories of power in organizations......Page 155
Empirical research on implicit power theories......Page 156
Organizational implications......Page 157
References......Page 159
Part III Exchange dynamics and outcomes......Page 167
9 Power and social exchange......Page 169
Power and dependence: the exchange conceptualization of power......Page 170
Network structures and power......Page 171
Research on power in exchange networks......Page 173
Bases of power: reward and punishment......Page 174
Forms of exchange......Page 176
The use of power......Page 177
Trust, commitment, and affective bonds......Page 178
Future directions and challenges......Page 179
References......Page 183
Introduction......Page 185
A power process model......Page 186
Power as dependence......Page 188
Relational cohesion......Page 189
Use of power......Page 191
Experiencing power: approach/avoidance processes......Page 193
Emotions as a basis for power......Page 195
Conclusions......Page 196
References......Page 197
11 Gender inequalities in power in organizations......Page 202
Human capital investments of women and men......Page 203
Discrimination that limits women’s organizational power......Page 207
Demands for long hours and relocation......Page 208
Implicit masculine values......Page 209
Importance of building social capital......Page 210
Family-friendly personnel practices......Page 212
Unbiased performance evaluations and recruitment......Page 213
Conclusion......Page 214
References......Page 215
Part IV Power to influence......Page 221
Outcomes of influence attempts......Page 223
Power and influence outcomes......Page 224
Types of proactive influence tactics......Page 225
Profiles of organizational influence strategies......Page 226
Influence behavior questionnaire......Page 227
Effectiveness of proactive tactics......Page 228
Individual tactics......Page 229
Tactic meta-categories......Page 230
Influencer types......Page 232
Power can enhance the effectiveness of tactics......Page 233
Summary and research suggestions......Page 234
References......Page 236
13 Bases of leader power and.effectiveness......Page 240
Reward power......Page 241
Information power......Page 242
Extension of French and Raven power bases......Page 243
Measurement......Page 244
Interdependence among power bases......Page 245
Mediating effects of power bases......Page 246
Compliance......Page 247
Satisfaction with work and supervision......Page 248
Organizational commitment......Page 249
Styles of handling conflict......Page 250
Job performance......Page 251
Discussion......Page 252
Referent power......Page 253
Legitimate power......Page 254
References......Page 255
Introduction......Page 260
The Interpersonal Power Inventory (IPI)......Page 262
Criterion validity......Page 264
Structure......Page 265
Antecedents and moderators......Page 266
Example 1......Page 268
Example 2......Page 270
References......Page 273
Introduction......Page 278
The framework......Page 280
Exchange triggers......Page 281
Role legitimacy triggers......Page 282
External attribution triggers......Page 283
Internal attribution triggers......Page 284
Target’s resistance to agent’s directives......Page 285
Five sources of motivation......Page 288
Agent’s bases of social power......Page 289
Five bases of power......Page 290
Antecedents of influence triggers......Page 291
Stages of development......Page 292
Quality of communication......Page 293
Summary......Page 294
References......Page 295
Introduction......Page 297
Sources and types of conflict......Page 299
Matching sources and types of conflict......Page 301
The exercise of power in conflict......Page 303
Structuring the group......Page 305
Directing an inclusive group process......Page 307
Managing the external boundaries......Page 309
References......Page 310
17 Organizational change......Page 315
The influence of organizational change on employees......Page 316
A positive picture about organizational change......Page 317
Power in change processes......Page 318
How to facilitate organizational change through the exercise of power......Page 322
Developing a change-oriented leadership......Page 323
Increasing the perception of organizational justice......Page 325
Promoting employee participation in the change process......Page 326
References......Page 327
Part V Leading with values......Page 333
18 Servant-leadership, key to follower well-being......Page 335
What is servant-leadership?......Page 336
Self-determination: basic psychological needs......Page 338
Personal resources......Page 339
Servant-leadership behavior......Page 341
Personal strengths......Page 342
Interpersonal behavior......Page 344
Follower well-being......Page 345
Autonomy......Page 346
Vitality......Page 347
Conclusion......Page 348
References......Page 349
19 Ethical leadership: The socially responsible use of power......Page 354
Defining ethical leadership and power......Page 355
Ethical leader behaviors......Page 357
Personality, power motivation, and ethical leadership......Page 360
Effects and processes of ethical leadership......Page 362
Ethical leadership and context......Page 364
References......Page 365
Introduction......Page 371
Value leadership and leadership power......Page 373
Tao, the ancient Eastern philosophical perspective of leadership......Page 376
A Tao perspective of the power of empowerment......Page 378
The Tao of interdependence......Page 379
Value leadership, when East meets West......Page 381
Conclusion......Page 383
References......Page 384
Index......Page 388