Power and Interdependence in Organizations

Herausgeber: Tjosvold, Dean; Wisse, Barbara

• Broschiertes Buch

Produktbeschreibung

This collection shows how managers and employees can manage power in order to make it a constructive force in organizations.

Produktdetails

• Verlag: Cambridge University Press
• Seitenzahl: 392
• Erscheinungstermin: 26. Februar 2009
• Englisch
• Abmessung: 229mm x 152mm x 21mm
• Gewicht: 566g
• ISBN-13: 9780521703284
• ISBN-10: 052170328X
• Artikelnr.: 26034072

Inhaltsangabe

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.