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.
International Journal of Manpower – Emerald Publishing
Published: Jan 1, 2005
Keywords: Organizational behaviour; Transformational leadership; Transactional leadership; Social values
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