Power and Interdependence in Organizations

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

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.