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The Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregister
The current issue and full text archive of this journal is available at www.emeraldinsight.com/0143-7720.htm
Organizational values and social power
Meni Koslowsky and Shmuel Stashevsky
Bar-Ilan University, Ramat Gan, Israel
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 Organizational behaviour, Transformational leadership, Transactional leadership, Social values Paper type Research paper
Organizational values and social power 23
Introduction Regardless of organizational type, one of the main functions of an organization is to transfer expectations, advice, and rules of work from a supervisor/leader to a worker/subordinate. The antecedents, consequences, and process of this influencing process have been investigated in the broad area of I/O research referred to as social power. Often, the process involves some form of conflict where one party disagrees with the other. The effectiveness of the power strategies or tactics...
The current issue and full text archive of this journal is available at www.emeraldinsight.com/0143-7720.htm
Organizational values and social power
Meni Koslowsky and Shmuel Stashevsky
Bar-Ilan University, Ramat Gan, Israel
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 Organizational behaviour, Transformational leadership, Transactional leadership, Social values Paper type Research paper
Organizational values and social power 23
Introduction Regardless of organizational type, one of the main functions of an organization is to transfer expectations, advice, and rules of work from a supervisor/leader to a worker/subordinate. The antecedents, consequences, and process of this influencing process have been investigated in the broad area of I/O research referred to as social power. Often, the process involves some form of conflict where one party disagrees with the other. The effectiveness of the power strategies or tactics...