With more than two-thirds fresh material, this new updated edition of Organizational Influence Processes provides an overview of the most important scholarly work on topics related to the exercise of influence by individuals and groups within organizations. In selecting articles for inclusion the editors were guided by the conviction that the most useful and interesting way to view organizational influence is to take a directional approach - that is, to consider the process from the perspective of downward, lateral, and upward influence. They have organized the readings around this framework, preceded by an introductory group of articles dealing more generally with the nature of influence processes and power. The book includes both classic readings and the latest cutting edge research from some of the most respected experts writing in the field. It will be equally useful for any upper level undergraduate or graduate course concerned with organizational behavior, group behavior, leadership or power and politics.
Table of Contents
Part 1. Influence, Power and Politics in Organizational Settings 1. Developing and Exercising Power and Influence, Jeffrey Pfeffer 2. Power Politics in Organizational Life: Tactics in Organizational Leadership, Gilbert W. Fairholm 3. The Use of Power, David Kipnis 4. Illusions of Influence, Jeffrey Pfeffer and Robert B. Cialdini 5. Human Resource Department Power and Influence Through Symbolic Action, Maria C. Galang and Gerald R. Ferris 6. Consequences of Influence Tactics Used with Subordinates, Peers and the Boss, Gary Yukl and J. Bruce Tracey Part 2. Downward Influence 7. Power, Dependence and Effective Management, John P. Kotter 8. On the Folly of Rewarding A, While Hoping for B: More on the Folly, Steven Kerr 9. Petty Tyranny in Organizations, Blake Ashforth 10. The Illusion of Self-Management: Using Teams to Disempower, Charles C. Manz and Harold L. Angle 11. Problems with the Pygmalion Effect and Some Proposed Solutions, Susan S. White and Edwin A. Locke 12. Influences of Supervisor Behaviors on the Levels and Effects of Workplace Politics, L. Alan Witt 13. What Makes a Leader, Daniel Goleman 14. A Model of Charismatic Leadership, Jay A. Conger and Rabindra N. Kanungo 15. Motivation and Transformational Leadership: Some Organizational Context Issues, Lyman W. Porter and Gregory A. Bigley Part 3. Lateral Influence 16. Organizational Socialization and the Profession of Management, Edgar H. Schein 17. Effects of Group Pressure upon the Modification and Distortion of Judgments, Solomon E. Asch 18. Groupthink, Bay of Pigs, and Watergate Reconsidered, Bertram H. Raven 19. Tightening the Iron Cage: Concertive Control in Self-Managing Teams, James R. Barker 20. Monkey See, Monkey Do: The Influence of Work Groups on the Antisocial Behavior of Employees, Sandra L. Robinson and Anne M. O'Leary-Kelly 21. Uses and Misuses of Power in Task-Performing Teams, Ruth Wageman and Elizabeth A. Mannix 22. Influence Without Authority: The Use of Alliances, Reciprocity, and Exchange to Accomplish Work, Allen R. Cohen and David L. Bradford 23. Political Skill at Work, Gerald R. Ferris, Pamela L. Perrewe, William P. Anthony, and David C. Gilmore Part 4. Upward Influence 24. Sources of Power of Lower Participants in Complex Organizations, David Mechanic 25. The Politics of Upward Influence in Organizations, Lyman. W. Porter, Robert L. Allen, and Harold L. Angle 26. Upward-Influence Styles: Relationship with Performance Evaluations, Salary, and Stress, David Kipnis and Stuart M. Schmidt 27. Upward Impression Management: Goals, Influence Strategies, and Consequences, Asha Rao, Stuart M. Schmidt, and Lynda H. Murray 28. Citizenship and Impression Management: Good Soldiers or Good Actors, Mark C. Bolino 29. Effects of Impression Management on Performance Ratings: A Longitudinal Study, Sandy J. Wayne and Robert. C. Liden 30. Ethical Perceptions of Organizational Politics: A Comparative Evaluation of American and Hong Kong Managers, David A. Ralston, Robert A. Giacalone, and Robert H. Terpstra