Book contents
- Frontmatter
- 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
- III Exchange dynamics and outcomes
- IV Power to influence
- V Leading with values
- Index
- References
5 - Power in cooperation and competition: Understanding the positive and negative faces of power
Published online by Cambridge University Press: 19 January 2010
Book contents
- Frontmatter
- 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
- III Exchange dynamics and outcomes
- IV Power to influence
- V Leading with values
- Index
- References
Summary
In the office in which I work there are five people of whom I am afraid. Each of these five people is afraid of four people (excluding overlaps), for a total of twenty and each of these twenty people is afraid of six people, making a total of one hundred and twenty people who are feared by at least one person. Each of these one hundred and twenty people is afraid of the other one hundred and nineteen, and all of these one hundred and forty-five people are afraid of the twelve men at the top who helped found and build the company and now own and direct it.
Joseph Heller, Something Happened.The men who make power make an indispensable contribution to the Nation's greatness, but the men who question power make a contribution just as indispensable, especially when questioning is disinterested, for they determine whether we use power or power uses us.
John F. Kennedy, October 26, 1963Our task is not to learn where to place power; it is how to develop power […] Genuine power can only be grown, it will slip from every arbitrary hand that grasps it; for genuine power is not coercive control, but co-active control. Coercive power is the curse of the universe; co-active power, the enrichment and advancement of every human soul.
Mary Parker-Follett (1924)Power has traditionally been considered a destructive force in organizations, corrupting those with power and demoralizing those without it (Ashforth 1997; Kipnis 1976; Rudolph and Peluchette 1993).
- Type
- Chapter
- Information
- Power and Interdependence in Organizations , pp. 83 - 100Publisher: Cambridge University PressPrint publication year: 2009
References
and (1978) Organizational learning: A theory of action perspective, Reading, Mass.: Addison-Wesley.Google Scholar
and (1996) Organizational learning II: Theory, method, and practice, Reading, Mass.: Addison-Wesley.Google Scholar
(1997) Petty tyranny in organizations: A preliminary examination of antecedents and consequences. Canadian Journal of Administrative Sciences, 14, 126–140.CrossRefGoogle Scholar
(1974) From instinct to identity: The development of personality, Englewood Cliffs, N. J.: Prentice-Hall.Google Scholar
(1986) Leadership as empowering others. In (Ed.), Executive power (pp. 51–77), San Francisco, Calif.: Jossey-Bass.Google Scholar
, , , , and (2000) Empowerment and continuous improvement in the United States, Mexico, Poland, and India: Predicting fit on the basis of the dimensions of power distance and individualism. Journal of Applied Psychology, 85, 643–658.Google Scholar
(2006) Power and conflict. In , , and (Eds.),The handbook of conflict resolution: Theory and practice, 2nd edn (pp. 120–143), San Francisco, Calif.: Jossey-Bass.Google Scholar
and (1988) The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471–482.CrossRefGoogle Scholar
and (1997) Sources of CEO power and firm financial performance: A longitudinal assessment. Journal of Management, 23, 97–117.CrossRefGoogle Scholar
(1993) The new economics for industry, government, education, Cambridge, Mass.: Massachusetts Institute of Technology, Center for Advanced Engineering Study.Google Scholar
(1993) Controlling other people: The impact of power on stereotyping. American Psychologist, 48, 709–726.CrossRefGoogle ScholarPubMed
. and (1959) The bases of social power. In and (Eds.), Studies in social power (pp. 150–167), Ann Arbor, Mich.: Institute for Social Research.Google Scholar
(1993) Cultural constraints in management theories. The Academy of Management Executive, 7, 81–94.Google Scholar
, , and (1994) What we know about leadership: Effectiveness and personality. American Psychologist, 49, 493–504.CrossRefGoogle Scholar
and (2005) New developments in social interdependence theory. Psychological Monographs, 131, 285–358.Google ScholarPubMed
, and (1989) Cooperation and competition: Theory and research, Edina, Minn.: Interaction Books.Google Scholar
, , , , and (1981) Effects of cooperative, competitive and individualistic goal structures on achievement: A meta-analysis. Psychological Bulletin, 89, 47–62.CrossRefGoogle Scholar
(1979) Power failure in management circuits. Harvard Business Review, July–August, 65–75.Google ScholarPubMed
, , and (1980) Intraorganizational influence tactics: Explorations in getting one's way. Journal of Applied Psychology, 65, 440–452.CrossRefGoogle Scholar
and (1999) Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42, 58–74.Google Scholar
and (1993) Power and the emergence of commitment behavior in negotiated exchange. American Sociological Review, 58, 465–481.CrossRefGoogle Scholar
, and (1995) Structural power and emotional processes in negotiation: A social exchange approach. In and (Eds.), Negotiation as a social process (pp. 143–165), Thousand Oaks, Calif.: Sage Publications.CrossRefGoogle Scholar
, , and (1998) Trust and distrust: New relationships and realities. Academy of Management Review, 23, 438–458.CrossRefGoogle Scholar
(1997) Negotiation and reward allocations across cultures. In and (Eds.), New perspectives on international industrial/organizational psychology (pp. 640–675), San Francisco, Calif.: Jossey-Bass.Google Scholar
(1994) Competitive advantage through people: Unleashing the power of the work force, Boston, Mass.: Harvard Business School Press.Google Scholar
and (1980) Power in university budgeting: A replication and extension. Administrative Science Quarterly, 24, 637–653.CrossRefGoogle Scholar
, , and (2001) Budget participation, goal interdependence and controversy: A study of a Chinese public utility. Management Accounting Research, 12, 101–118.CrossRefGoogle Scholar
(1985) Asian power and politics: The cultural dimensions of authority, Cambridge, Mass.: Harvard University Press.Google Scholar
(1993) The bases of power: Origins and recent developments. Journal of Social Issues, 49, 227–252.CrossRefGoogle Scholar
and (1999) Changes in self-perceptions as a result of successfully persuading others. Journal of Social Issues, 55, 141–156.CrossRefGoogle Scholar
and (1993) The power gap: Is sharing or accumulating power the answer?Journal of Applied Business Research, 9, 12–20.Google Scholar
(1999) Restrictive control and information pathologies in organizations. Journal of Social Issues, 55, 101–118.CrossRefGoogle Scholar
(1997) Unequal relationships in high and low power distance societies: A comparative study of tutor-student role relations in Britain and China. Journal of Cross-Cultural Psychology, 28, 284–302.CrossRefGoogle Scholar
, , and (1997) A dimensional analysis of the relationship between psychological empowerment and effectiveness, satisfaction, and strain. Journal of Management, 23, 679–704.Google Scholar
, , and (1999) Does competition enhance or inhibit motor performance: A meta-analysis. Psychological Bulletin, 125, 133–154.CrossRefGoogle ScholarPubMed
(1981) Unequal power relationships within a cooperative or competitive context. Journal of Applied Social Psychology, 11, 137–150.CrossRefGoogle Scholar
(1985a) Effects of attribution and social context on superiors' influence and interaction with low performing subordinates. Personnel Psychology, 38, 361–376.CrossRefGoogle Scholar
(1985b) Power and social context in superior–subordinate interaction. Organizational Behavior and Human Decision Processes, 35, 281–293.CrossRefGoogle Scholar
(1989) Interdependence and power between managers and employees: A study of the leader relationship. Journal of Management, 15, 49–64.CrossRefGoogle Scholar
(1995) Effects of power to reward and punish in cooperative and competitive contexts. Journal of Social Psychology, 135, 723–736.CrossRefGoogle Scholar
, , and (1991) Power and interdependence in work groups: Views of managers and employees. Group and Organization Studies, 16, 285–299.CrossRefGoogle Scholar
, , and (2006) Cooperative and competitive conflict in China. In , , and (Eds.), The Handbook of Conflict Resolution: Theory and Practice (pp. 671–692), San Francisco, Calif.: Jossey-Bass.Google Scholar
, , and (2003) Effects of organizational values on leaders' use of information power to affect performance in China. Group Dynamics: Theory, Research, and Practice, 7, 152–167.CrossRefGoogle Scholar
, , and (1998) Empowerment in the leader relationship in Hong Kong: Interdependence and controversy. Journal of Social Psychology, 138, 624–637.CrossRefGoogle Scholar
, , and (1981) Effect of partner's effort and ability on liking for partner after failure on a cooperative task. The Journal of Psychology, 109, 147–152.CrossRefGoogle Scholar
and (2001) Effects of influence tactics and social contexts: An experiment on relationships in China. International Journal of Conflict Management, 12, 239–258.CrossRefGoogle Scholar
(1987) Managing conflict: Interpersonal dialogue and third-party roles, 2nd edn, Reading, Mass.: Addison-Wesley.Google Scholar
and (2000) The role of departmental and position power in job evaluation. Academy of Management Journal, 43, 761–771.Google Scholar
(2002) Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Applied Psychology: An International Journal, 51, 355–424.CrossRefGoogle Scholar
, , and (1999) Task importance, feasibility, and agent influence behavior as determinants of target commitment. Journal of Applied Psychology, 84, 137–143.CrossRefGoogle Scholar
and (1992) Consequences of influence attempts used with subordinates, peers, and the boss. Journal of Applied Psychology, 77, 525–535.CrossRefGoogle Scholar
- 5
- Cited by