Power and Interdependence in Organizations
1st Edition
Published on 26. February 2009
Book
Hardback
392 pages
978-0-521-87859-3 (ISBN)
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.
Reviews / Votes
'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 'Since power affects us all in one way or another, there is keen interest in understanding its manifestations. This book is groundbreaking because of its focus on the positive and negatives features of power and especially in the context of both individuals and organizations. By emphasizing the constructive and destructive uses of power, across different levels of analysis, the book greatly expands our understanding of power in a major and useful way.' Ken G. Smith, University of Maryland 'Understanding power, its uses and misuses, is fundamental to the human condition and to human survival. This collection by the world's leading scholars in psychology offers a wonderful advance in understanding. Read it, be enlightened and know much better how to make a positive difference in our troubled world.' Michael West, Aston UniversityMore details
Series
Language
English
Place of publication
Cambridge
United Kingdom
Target group
Professional and scholarly
Illustrations
6 Tables, unspecified
Dimensions
Height: 235 mm
Width: 157 mm
Thickness: 26 mm
Weight
717 gr
ISBN-13
978-0-521-87859-3 (9780521878593)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Dean Tjosvold | Barbara Wisse
Power and Interdependence in Organizations
E-Book
04/2009
1st Edition
Cambridge University Press
€38.49
Available for download
Dean Tjosvold | Barbara Wisse
Power and Interdependence in Organizations
Book
02/2009
1st Edition
Cambridge University Press
€56.40
Shipment within 15-20 days
Dean Tjosvold
Power and Interdependence in Organizations
E-Book
02/2009
1st Edition
Cambridge University Press
€31.99
Available for download
Persons
Dean Tjosvold is the Henry Y. W. Fong Chair Professor of Management at Lingnan University, Hong Kong. Barbara Wisse is Associate Professor of Organizational Psychology at VU University Amsterdam.
Content
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.