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Power and interdependence in organizations

Author: Dean Tjosvold; Barbara Wisse
Publisher: Cambridge : Cambridge University Press, 2009.
Series: Cambridge Companions to Management
Edition/Format:   eBook : Document : EnglishView all editions and formats
This collection shows how managers and employees can manage power in order to make it a constructive force in organizations.--Résumé de l'éditeur.

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Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Dean Tjosvold; Barbara Wisse
ISBN: 9780511626562 0511626568
OCLC Number: 726832276
Notes: Titre de l'écran-titre (visionné le 29 mars 2011).
In Cambridge books online.
Description: 1 ressource électronique (392 p.) : fichiers PDF.
Contents: 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.
Series Title: Cambridge Companions to Management
Other Titles: Cambridge books online.
Responsibility: edited by Dean Tjosvold, Barbara Wisse.


Capitalizing on significant developments in social science over the past twenty years, this book explores both the positive and negative aspects of power, identifying opportunities and threats. It  Read more...


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'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 Read more...

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