Power and Interdependence in Organizations (eBook, PDF)

Redaktion: Tjosvold, Dean

• Format: PDF

Produktbeschreibung

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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Produktdetails

• Verlag: Cambridge University Press
• Erscheinungstermin: 26. Februar 2009
• Englisch
• ISBN-13: 9780511501456
• Artikelnr.: 38189445

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.