Power and Interdependence in Organizations: A tale of two theories: Implicit theories of power and power-sharing in organizations

摘要: In an attempt to avoid layoffs at a company in the United States, large majority of employees agreed cut their own salaries by 20 percent. The offer was rejected CEO, who chose instead fire percent workforce. He said “it very important that management's prerogative manage as it saw fit not be compromised sentimental human considerations” (Harvey 1989: 275) Why would any CEO ever choose share his or her power? he she withhold it? Do ways managers think about power, how they conceive its nature and assumptions make operates organizations affect willingness empower others? And what are conditions more less likely people will These central questions addressed this chapter. Starting with early studies participative leadership Lewin et al. (1939) Coch French (1948), scholars have been investigating organizational consequences power-sharing. Since time, benefits power-sharing under which tends most effective, well documented (Likert 1967; Vroom Jago 1988, 2007; Walls 1990; Argyris 1964; McGregor 1960; Bradford Cohen 1984; Kanter 1983; Peters Austin 1985; Waterman 1982; Hollander Offermann Yukl 1994; Tjosvold 1981, 1985a, 1985b; Stewart Barrick 2000).