Power and Interdependence in Organizations

ISBN-10: 052170328X

ISBN-13: 9780521703284

Edition: 2009

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Description: 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.

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Book details

Copyright year: 2009
Publisher: Cambridge University Press
Publication date: 2/26/2009
Binding: Paperback
Pages: 392
Size: 6.00" wide x 8.75" long x 0.75" tall
Weight: 1.386
Language: English

Barbara Wisse is Associate Professor of Organizational Psychology at VU University Amsterdam.

List of figures
List of tables
List of contributors
Foreword
Introduction
Relationships to Manage the Faces of Power
Understanding power in organizations
How can power be tamed?
Power and self-construal: how the self affects power processes
The conceptualization of power and the nature of interdependency: the role of legitimacy and culture
Power in cooperation and competition: understanding the positive and negative faces of power
Participative Leadership: Leading with Others
Growing powerful using cherry picking strategies: coworker networks as cherry trees
Acting fairly to be the boss: procedural justice as a tool to affirm power relationships with subordinates
A tale of two theories: implicit theories of power and power-sharing in organizations
Exchange Dynamics and Outcomes
Power and social exchange
The power process and emotion
Gender inequalities in power in organizations
Power to Influence
Power and the interpersonal influence of leaders
Bases of leader power and effectiveness
Power tactics preference in organizations: individual and situational factors
Influence triggers and compliance: a discussion of the affects of power, motivation, resistance and antecedents
Leadership and conflict: using power to manage conflict in groups for better rather than worse
Organizational change
Leading with Values
Servant-leadership, key to follower well-being
Ethical leadership: the socially responsible use of power
The tao of value leadership and the power of interdependence
Index
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