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
3 - Power and self-construal: How the self affects power processes
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
Power plays a role in all social contexts, and it plays a key role in organizations and work groups. More specifically, one might argue that the particulars of the social context largely determine the way that (lack of) power is experienced, the way that people think or feel about power (e.g., the positive or negative connotations of power), and the way in which power differentials manifest themselves (e.g., Tjosvold 1984, 1985; van Knippenberg et al. 2001). Because power derives its meaning from the social context in which it exists, we expect that factors that affect a person's relational or social orientation may greatly influence power processes. One of the central aspects of an individual's relationship with others is the individual's self-definition in the relationship. Therefore, this chapter focuses on the question if the extent to which a person sees himself or herself as a distinctive individual (i.e. differentiated from the other party) or more as psychologically connected to the other party (i.e. incorporating the other[s] into perceptions of the self) may affect power processes. We will use theoretical insights from the field of self and identity to present a framework to understand power processes in organizations. Building on prior research concerning the development of levels at which the self may be construed, and on the existing empirical work on the influence of (proxies and correlates of) self-conception on power and influence processes, we outline how theory development and research endeavors may benefit from employing a self-construal perspective to power.
- Type
- Chapter
- Information
- Power and Interdependence in Organizations , pp. 52 - 66Publisher: Cambridge University PressPrint publication year: 2009
References
, , , and (1991) Close relationships as including other in the self. Journal of Personality and Social Psychology, 60, 241–253.CrossRefGoogle Scholar
, , and (2004) Self expansion model of motivation and cognition in close relationships and beyond. In and (Eds.), Self and social identity (pp. 99–123), Oxford: Blackwell.Google Scholar
and (1999) Relationship closeness as including other in the self: Cognitive underpinnings and measures. Social Cognition, 17, 140–160.CrossRefGoogle Scholar
, , , , , and (2004) Including others in the self. European Review of Social Psychology, 15, 101–132.CrossRefGoogle Scholar
and (1996) Who is this “we”? Levels of collective identity and self representations. Journal of Personality and Social Psychology, 71, 83–93.CrossRefGoogle Scholar
(1997) Predicting the use of influence tactics: A classification and the role of group membership. Paper presented at the European Congress on Work and Organizational Psychology, Verona, Italy.
, , and (2000) Culture in the context of intercultural negotiation: Individualism-collectivism and paths to integrative agreements. Human Communication Research, 26, 591–617.Google Scholar
, , and (2001) Relationship orientation as a moderator of the effects of social power. Journal of Personality and Social Psychology, 80, 173–187.CrossRefGoogle ScholarPubMed
and (1979) Interpersonal attraction in exchange and communal relationships. Journal of Personality and Social Psychology, 37, 12–24.CrossRefGoogle Scholar
, , , and (1997) Putting upward influence strategies in context. Journal of Organizational Behavior, 18, 12–42.3.0.CO;2-9>CrossRefGoogle Scholar
, , and (1996) Controlling self and others: A theory of anxiety, mental control, and social control. Personality and Social Psychology Bulletin, 22, 115–123.CrossRefGoogle Scholar
and (1959) The bases of social power. In (Ed.), Studies in social power (pp. 150–167), Ann Arbor, Mich.: Institute for Social Research.Google Scholar
, , , , , , et al. (2004) The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: A meso approach. Journal of International Business Studies, 35, 284–305.CrossRefGoogle Scholar
, , and (1998) Situational power and interpersonal dominance facilitate bias and inequality. Journal of Social Issues, 54, 677–698.CrossRefGoogle Scholar
and (Eds.) (1988) Social identifications: A social psychology of intergroup relations and group processes, London: Routledge.
(2003) Social identity. In and (Eds.), Handbook of self and identity (pp. 462–479), New York, N.Y.: The Guilford Press.Google Scholar
(1958) Compliance, identification, and internalization: Three processes of attitude change. Journal of Conflict Resolution, 2, 51–60.CrossRefGoogle Scholar
, , and (2005) Power dynamics in negotiation. Academy of Management Review, 30, 799–822.CrossRefGoogle Scholar
, , and (2000) The pleasures and pains of distinct self-construals: The role of interdependence in regulatory focus. Journal of Personality and Social Psychology, 78, 1122–1134.CrossRefGoogle ScholarPubMed
, , and (1999) Understanding the dynamics of leadership: The role of follower self-concept in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 78, 167–203.CrossRefGoogle ScholarPubMed
and (1991) Culture and the self: Implications for cognition, emotion and motivation. Psychological Review, 98, 224–253.CrossRefGoogle Scholar
and (1987) The dynamic self-concept: A social psychological perspective. Annual Review of Psychology, 38, 299–337.CrossRefGoogle Scholar
, , and (1999) Cultural values in conflict management: Goal orientation, goal attainment, and tactical decision. Journal of Cross-Cultural Psychology, 30, 51–71.CrossRefGoogle Scholar
, , , , and (2005) The impact of message frame on negotiators' impressions, emotions, and behaviors. International Journal of Conflict Management, 16, 379–402.Google Scholar
and (2004) Social conflict: Escalation, stalemate, and settlement, 3rd edn, New York, N.Y.: McGraw-Hill.Google Scholar
, , and (2005) Group membership, status, and social power preference. Journal of Applied Social Psychology, 35, 644–665.CrossRefGoogle Scholar
and (2001) Individual self, relational self, collective self, Philadelphia, Pa.: Psychology Press.Google Scholar
and (1996) An in-group becomes part of the self: Response time evidence. Personality and Social Psychology Bulletin, 22, 635–642.CrossRefGoogle Scholar
and (2004) Social motives and strategic misrepresentation in social decision making. Journal of Personality and Social Psychology, 86, 419–434.CrossRefGoogle ScholarPubMed
and (1986) The social identity theory of intergroup behavior. In and (Eds.), Psychology of intergroup relations (pp. 7–24), Chicago, Ill.: Nelson Hall.Google Scholar
, , and (2005) The effects of self-construals and embarrassability on predicament response strategies. International Journal of Intercultural Relations, 29, 497–520.CrossRefGoogle Scholar
(1981) Unequal power relationships within a cooperative or competitive context. Journal of Applied Social Psychology, 11, 137–150.CrossRefGoogle Scholar
(1984) Influence strategy, perspective taking, and relationships between high- and low-power individuals in cooperative and competitive contexts. The Journal of Psychology, 116, 187–202.CrossRefGoogle Scholar
(1985) Power and social context in superior-subordinate interaction. Organizational Behavior and Human Decision Processes, 35, 281–293.CrossRefGoogle Scholar
(1995) Effects of power to reward and punish in cooperative and competitive contexts. The Journal of Social Psychology, 135, 733–736.CrossRefGoogle Scholar
, , and (2003) Effects of organizational values on leaders' use of informational power to affect performance in China. Group Dynamics: Theory, Research, and Practice, 7, 152–167.CrossRefGoogle Scholar
, , and (2003) Collectivistic and individualistic values: Their effects on group dynamics and productivity in China. Group Decision and Negotiation, 12, 243–263.CrossRefGoogle Scholar
and (2001) Effects of influence tactics and social contexts in conflict: An experiment on relationships in China. International Journal of Conflict Management, 12, 239–258.CrossRefGoogle Scholar
, , and (2005) An experimental examination of social contexts and the use of power in a Chinese sample. Journal of Social Psychology, 145, 645–661.CrossRefGoogle Scholar
and (2001) Ingroup identification as inclusion of ingroup in the self. Personality and Social Psychology Bulletin, 27, 585–600.CrossRefGoogle Scholar
(2005) Explaining the nature of power: A three-process theory. European Journal of Social Psychology, 35, 1–22.CrossRefGoogle Scholar
, , , , and (1987) Rediscovering the social group: A self-categorization theory. Oxford: Blackwell.Google Scholar
and (2003) Future interaction expectation and the use of soft and hard influence tactics. Applied Psychology: An International Review, 52, 55–67.CrossRefGoogle Scholar
and (2003) Leadership, identity, and influence: Relational concerns in the use of influence tactics. In and (Eds.), Leadership and power: Identity processes in groups and organizations (pp. 123–137), London: Sage.Google Scholar
, , , and (1999) Relational considerations in the use of influence tactics. Journal of Applied Social Psychology, 29, 806–819.CrossRefGoogle Scholar
, , and (2001) Power use in cooperative and competitive settings. Basic and Applied Social Psychology, 23, 293–302.Google Scholar
(1999) Social identity and persuasion: Reconsidering the role of group membership. In and (Eds.), Social identity and social cognition (pp. 315–331), Oxford: Blackwell.Google Scholar
and (2003) A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior, 25, 245–297.Google Scholar
, , , and (2004) Leadership, self, and identity: A review and research agenda. The Leadership Quarterly, 15, 825–856.CrossRefGoogle Scholar
and (2003) Culture, memory, and the self: An analysis of the personal and collective self in long-term memory. Journal of Experimental Social Psychology, 39, 468–475.CrossRefGoogle Scholar
- 1
- Cited by