Power and Interdependence in Organizations (Cambridge Companions to Management)
Cambridge University Press, 2/26/2009
EAN 9780521703284, ISBN10: 052170328X
Paperback, 392 pages, 22.8 x 15.2 x 1.8 cm
Language: English
Power is an inescapable feature of human existence. It plays a role in all social contexts and is particularly important in the functioning of organizations and work groups. Organizational researchers have certainly recognised the importance of power but have traditionally focused on its negative aspects. Yet power can also have very positive effects. Power and Interdependence in Organizations capitalizes on significant developments in social science over the past twenty years to show how managers and employees can manage power in order to make it a constructive force in organizations. Written by a team of international academics, the book explores both the positive and negative aspects of power, identifying opportunities and threats. It shows that harnessing the positive aspects of power, as well as controlling its more destructive effects, has the potential to revolutionise the way that organizations function, making them both more humane and productive.
List of figures
List of tables
List of contributors
Foreword
Introduction
Part I. Relationships to Manage the Faces of Power
1. Understanding power in organizations Jeffrey Pfeffer
2. How can power be tamed? David G. Winter
3. Power and self-construal
how the self affects power processes Barbara Wisse and Daan van Knippenberg
4. The conceptualization of power and the nature of interdependency
the role of legitimacy and culture Joris Lammers and Adam D. Galinski
5. Power in cooperation and competition
understanding the positive and negative faces of power Dean Tjosvold and Peiguan Wu
Part II. Participative Leadership
Leading with Others
6. Growing powerful using cherry picking strategies
coworker networks as cherry trees George B. Graen
7. Acting fairly to be the boss
procedural justice as a tool to affirm power relationships with subordinates David De Cremer and Marius van Dijke
8. A tale of two theories
implicit theories of power and power-sharing in organizations Peter T. Coleman
Part III. Exchange Dynamics and Outcomes
9. Power and social exchange Linda Molm
10. The power process and emotion Edward J. Lawler and Chad A. Proell
11. Gender inequalities in power in organizations Alice H. Eagly and Agneta Fischer
Part IV. Power to Influence
12. Power and the interpersonal influence of leaders Gary Yukl
13. Bases of leader power and effectiveness M. Afzal Rahim
14. Power tactics preference in organizations
individual and situational factors Meni Koslowsky and Joseph Schwarzwald
15. Influence triggers and compliance
a discussion of the affects of power, motivation, resistance and antecedents John E. Barbuto, Jr. and Gregory T. Gifford
16. Leadership and conflict
using power to manage conflict in groups for better rather than worse Randall S. Peterson and Sarah Ronson
17. Organizational change Lourdes Munduate and Francisco J. Medina
Part V. Leading with Values
18. Servant-leadership, key to follower well-being Dirk van Dierendonck, Inge Nuijten and Imke Heeren
19. Ethical leadership
the socially responsible use of power Annebel H. B. De Hoogh and Deanne N. Den Hartog
20. The tao of value leadership and the power of interdependence Ping Ping Fu and Caroline Fu
Index.
'Why are attitudes toward power so ambivalent when power is a pervasive aspect of organizations? Could this be a Western-culture-centric perspective? The international team of academics contributing to Power and Interdependence in Organizations addresses the positive face of power as well as how to control its negative face.' Jeanne Brett, Northwestern University