Power and Interdependence in Organizations

by Edited by Dean Tjosvold , Barbara Wisse

• ISBN13: 9780521878593
• ISBN10: 0521878594
• Edition: 1st
• Format: Hardcover
• Copyright: 2009-03-23
• Publisher: Cambridge University Press

Summary

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.

Table of Contents

List of figures	p. x
List of tables	p. xi
Foreword	p. xiii
Introduction	p. 1
Relationships to manage the faces of power	p. 15
Understanding power in organizations	p. 17
How can power be tamed?	p. 33
Power and self-construal: How the self affects power processes	p. 52
The conceptualization of power and the nature of interdependency: The role of legitimacy and culture	p. 67
Power in cooperation and competition: Understanding the positive and negative faces of power	p. 83
Participative leadership: Leading with others	p. 101
Growing powerful using cherry-picking strategies: Coworker networks as cherry trees	p. 103
Acting fairly to be the boss: Procedural justice as a tool to affirm power relationships with subordinates	p. 118
A tale of two theories: Implicit theories of power and power-sharing in organizations	p. 133
Exchange dynamics and outcomes	p. 151
Power and social exchange	p. 153
The power process and emotion	p. 169
Gender inequalities in power in organizations	p. 186
Power to influence	p. 205
Power and the interpersonal influence of leaders	p. 207
Bases of leader power and effectiveness	p. 224
Power tactics preference in organizations: Individual and situational factors	p. 244
Influence triggers and compliance: A discussion of the effects of power, motivation, resistance, and antecedents	p. 262
Leadership and conflict: Using power to manage conflict in groups for better rather than worse	p. 281
Organizational change	p. 299
Leading with values	p. 317
Servant-leadership, key to follower well-being	p. 319
Ethical leadership: The socially responsible use of power	p. 338
The Tao of value leadership and the power of interdependence	p. 355
Index	p. 372
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