Organizational values and social power
Abstract
Purpose
Over the past decade, the social power taxonomy has been applied in many organizational contexts. This study aims to examine the issue of organizational values as antecedents of social power.
Design/methodology/approach
A total of 187 Israeli MBA students participated in a study of power and values, as measured by organizational practices and behaviors.
Findings
Findings indicated that soft power bases were preferred over harsh, as expected. In addition, support for the hypothesis of an interaction affect was obtained as charismatic leaders in a complex work environment used punishment very rarely. The findings were discussed in terms of the use in organizations of power strategies as a function of values.
Originality/value
Although the main independent variables, organizational type (routine vs complex) and leadership style (transformational vs transactional), had each been studied independently, this was the first study of their interaction.
Keywords
Citation
Koslowsky, M. and Stashevsky, S. (2005), "Organizational values and social power", International Journal of Manpower, Vol. 26 No. 1, pp. 23-34. https://doi.org/10.1108/01437720510587253
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited