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Power and interdependence in organizations

Author: Tjosvold, Dean ; Wisse, BarbaraPublisher: Cambridge University Press (CUP) 2009.Language: EnglishDescription: 377 p. ; 24 cm.ISBN: 9780521878593Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6950 .P69 2009
(Browse shelf)
Available 001254464
Total holds: 0

Includes bibliographical references and index


Power and Interdependence in Organizations Contents List of figures List of tables Foreword Introduction I Relationships to manage the faces of power 1 Understanding power in organizations JEFFREY PFEFFER page x xi xiii 1 15 17 33 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 52 4 The conceptualization of power and the nature of interdependency: The role of legitimacy and culture JORIS LAMMERS AND ADAM D. GALINSKY 67 5 Power in cooperation and competition: Understanding the positive and negative faces of power DEAN TJOSVOLD AND PEIGUAN WU 83 101 II Participative leadership: Leading with others 6 Growing powerful using cherry-picking strategies: Coworker networks as cherry trees GEORGE B. GRAEN 103 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 118 8 A tale of two theories: Implicit theories of power and power-sharing in organizations PETER T. COLEMAN 133 151 153 169 186 205 207 224 III Exchange dynamics and outcomes 9 Power and social exchange LINDA D. 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 IV Power to influence 12 Power and the interpersonal influence of leaders GARY YUKL 13 Bases of leader power and effectiveness M. AFZALUR RAHIM 14 Power tactics preference in organizations: Individual and situational factors MENI KOSLOWSKY AND JOSEPH SCHWARZWALD 244 15 Influence triggers and compliance: A discussion of the effects of power, motivation, resistance, and antecedents JOHN E. BARBUTO, JR. AND GREGORY T. GIFFORD 262 16 Leadership and conflict: Using power to manage conflict in groups for better rather than worse RANDALL S. PETERSON AND SARAH HARVEY 281 299 17 Organizational change LOURDES MUNDUATE AND FRANCISCO J. MEDINA V Leading with values 18 Servant-leadership, key to follower well-being DIRK VAN DIERENDONCK, INGE NUIJTEN, AND IMKE HEEREN 317 319 19 Ethical leadership: The socially responsible use of power ANNEBEL H. B. DE HOOGH AND DEANNE N. DEN HARTOG 338 20 The Tao of value leadership and the power of interdependence PING PING FU AND CAROLINE FU 355 372 Index

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