Power and interdependence in organizations /
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| Imprint: | Cambridge, UK ; New York : Cambridge University Press, 2009. |
|---|---|
| Description: | xiv, 377 p. : ill. ; 24 cm. |
| Language: | English |
| Series: | Cambridge companions to management |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/7699353 |
Table of Contents:
- List of figures
- List of tables
- Foreword
- Introduction
- I. Relationships to manage the faces of power
- 1. Understanding power in organizations
- 2. How can power be tamed?
- 3. Power and self-construal: How the self affects power processes
- 4. The conceptualization of power and the nature of interdependency: The role of legitimacy and culture
- 5. Power in cooperation and competition: Understanding the positive and negative faces of power
- II. Participative leadership: Leading with others
- 6. Growing powerful using cherry-picking strategies: Coworker networks as cherry trees
- 7. Acting fairly to be the boss: Procedural justice as a tool to affirm power relationships with subordinates
- 8. A tale of two theories: Implicit theories of power and power-sharing in organizations
- III. Exchange dynamics and outcomes
- 9. Power and social exchange
- 10. The power process and emotion
- 11. Gender inequalities in power in organizations
- IV. Power to influence
- 12. Power and the interpersonal influence of leaders
- 13. Bases of leader power and effectiveness
- 14. Power tactics preference in organizations: Individual and situational factors
- 15. Influence triggers and compliance: A discussion of the effects of power, motivation, resistance, and antecedents
- 16. Leadership and conflict: Using power to manage conflict in groups for better rather than worse
- 17. Organizational change
- V. Leading with values
- 18. Servant-leadership, key to follower well-being
- 19. Ethical leadership: The socially responsible use of power
- 20. The Tao of value leadership and the power of interdependence
- Index
