Organizational values and social power

Meni Koslowsky and Shmuel Stashevsky

International Journal of Manpower, 2005, vol. 26, issue 1, 23-34

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 (search for similar items in EconPapers)
Date: 2005
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:01437720510587253

DOI: 10.1108/01437720510587253

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