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384 PART 4: THE LEADER AS A RELATIONSHIP BUILDER
29 John R. P. French, Jr. and Bertram Raven, “The Bases of Social 51 See Amy J. Hillman and Michael A. Hitt, “Corporate Political
Power,” in Group Dynamics, D. Cartwright and A. F. Zander, eds. Strategy Formulation: A Model of Approach, Participation, and
(Evanston, IL: Row Peterson, 1960), pp. 607–623. Strategy Decisions,” Academy of Management Review 24, no. 4
30 Jeffrey Pfeffer, Power in Organizations (Marshfield, MA: Pitman (1999), pp. 825–842, for a recent examination of organizational
Publishing, 1981). approaches to political action.
31 Erik W. Larson and Jonathan B. King, “The Systemic Distortion of 52 Anne Fisher, “Ask Annie: Studying in Charm School, and Meeting
Information: An Ongoing Challenge to Management,” Organizational Laggards,” Fortune (June 7, 1999), p. 226.
Dynamics, 24, no. 3 (Winter 1996), pp. 49–61; Thomas H. 53 Hal Lancaster, “For Some Managers, Hitting Middle Age Brings
Davenport, Robert G. Eccles, and Lawrence Prusak, “Information Uncertainties,” The Wall Street Journal (April 20, 1999), p. B1.
Politics,” Sloan Management Review (Fall 1992), pp. 53–65. 54 Sherry E. Moss, Enzo R. Valenzi, and William Taggart, “Are You Hiding
32 Gary A. Yukl and T. Taber, “The Effective Use of Managerial From Your Boss? The Development of a Taxonoomy and Instrument
Power,” Personnel (March–April 1983), pp. 37–44. to Assess the Feedback Management Behaviors of Good and Bad
33 Carol Hymowitz, “The Best Leaders Have Employees Who Would Performers,” Journal of Management 29, no. 4 (2003), pp. 487–510.
Follow Them Anywhere,” (In the Lead column), The Wall Street 55 John R. Carlson, Dawn S. Carlson, and Lori L. Wadsworth, “The
Journal (February 10, 2004), p. B1. Relationship Between Individual Power Moves and Group Agreement
34 R. E. Emerson, “Power-Dependence Relations,” American Type: An Examination and Model,” SAM Advanced Management
Sociological Review 27 (1962), pp. 31–41. Journal (Autumn 2000), pp. 44–51.
35 Carol Hymowitz, “Managers Are Starting to Gain More Clout Over 56 D. Kipnis, S. M. Schmidt, C. Swaffin-Smith, and I. Wilkinson,
Their Employees,” (In the Lead column), The Wall Street Journal “Patterns of Managerial Influence: Shotgun Managers, Tacticians, and
(January 30, 2001), p. B1. Bystanders,” Organizational Dynamics (Winter 1984), pp. 58–67.
36 Henry Mintzberg, Power In and Around Organizations (Englewood 57 Ibid., and Pfeffer, Managing with Power, Chapter 13.
Cliffs, NJ: Prentice-Hall, 1963). 58 This discussion is based partly on Robert B. Cialdini, “Harnessing
37 Lauren Tara LaCapra, “Ireland Taps U.S. to Fill Need for Skilled the Science of Persuasion,” Harvard Business Review (October 2001),
Workers,” The Wall Street Journal (October 31, 2006), p. B4. pp. 72–79.
38 Jeffrey Pfeffer, Managing with Power: Politics and Influence in 59 Judith Tingley, The Power of Indirect Influence (New York:
Organizations (Boston: Harvard University Press, 1992); Gerald AMACOM, 2001), as reported by Martha Craumer, “When the
R. Salancik and Jeffrey Pfeffer, “Who Gets Power—and How Direct Approach Backfires, Try Indirect Influence,” Harvard
They Hold onto It: A Strategic Contingency Model of Power,” Management Communication Letter (June 2001), pp. 3–4.
Organizational Dynamics (Winter 1977), pp. 3–21; Pfeffer, Power in 60 Cialdini, “Harnessing the Science of Persuasion.”
Organizations; Carol Stoak Saunders, “The Strategic Contingencies 61 Allan R. Cohen and David L. Bradford, “The Influence Model:
Theory of Power: Multiple Perspectives,” Journal of Management Using Reciprocity and Exchange to Get What You Need,” Journal of
Studies 27 (1990), pp. 1–18. Organizational Excellence (Winter 2005), pp. 57–80.
39 Michel Crozier, The Bureaucratic Phenomenon (Chicago: University 62 Pfeffer, Power in Organizations, p. 70.
of Chicago Press, 1964). 63 V. Dallas Merrell, Huddling: The Informal Way to Management
40 Carrick Mollenkamp, Jesse Eisinger, and Clint Riley, “Boardroom Success (New York: AMACON, 1979).
Survivor; Behind Sovereign’s Growth: A Chief Who Plays Hardball,” 64 Ceasar Douglas and Anthony P. Ammeter, “An Examination
The Wall Street Journal (November 25, 2005), pp. A1, A6. of Leader Political Skill and Its Effect on Ratings of Leader
41 Larson and King, “The Systemic Distortion of Information;” and Effectiveness,” Leadership Quarterly 15 (2004), pp. 537–550.
Davenport, Eccles, and Prusak, “Information Politics.” 65 Charles Gasparino and Anita Raghavan, “Survivor: How Dean
42 D. J. Hickson, C. R. Hinings, C. A. Lee, R. C. Schneck, and J. M. Witter Boss Got the Upper Hand in Merger with Morgan,” The Wall
Pennings, “A Strategic Contingencies Theory of Intraorganizational Street Journal (March 22, 2001), pp. A1, A6.
Power,” Administrative Science Quarterly 16 (1971): pp. 216–229. 66 Bethany McLean and Andy Serwer, “Brahmins at the Gate,” Fortune
43 Stephen P. Robbins, Organizational Behavior, 8th ed. (Upper Saddle (May 2, 2005), pp. 59–68; Ann Davis, “Closing Bell; How Tide
River, NJ: Prentice Hall, 1998), p. 401. Turned Against Purcell In Struggle at Morgan Stanley,” The Wall
44 Jeffrey Pfeffer and Gerald Salancik, “Organizational Decision Street Journal (June 14, 2005), pp. A1, A11; and Randall Smith and
Making as a Political Process: The Case of a University Budget,” Ann Davis, “Purcell Deputy Backed Effort to Make Peace,” The Wall
Administrative Science Quarterly (1974), pp. 135–151. Street Journal (April 19, 2005), p. C1.
45 Hickson, et al., “Strategic Contingencies Theory.” 67 Greg Ip, Kate Kelly, Susanne Craig, and Ianthe Jeanne Dugan, “A
46 Barbara Martinez, “Strong Medicine; With New Muscle, Hospitals Bull’s Market; Dick Grasso’s NYSE Legacy: Buffed Image, Shaky
Sqeeze Insurers on Rates,” The Wall Street Journal (April 12, 2002), Foundation,” The Wall Street Journal (December 30, 2003), pp. A1,
p. A1; James V. DeLong, “Rule of Law: Just What Crime Did A6; Yochi J. Dreazen and Christopher Cooper, “Lingering Presence;
Columbia/HCA Commit?” The Wall Street Journal (August 20, 1997), Behind the Scenes, U.S. Tightens Grip on Iraq’s Future,” The Wall
A15; and Lucette Lagnado, “House Panel Begins Inquiry Into Hospital Street Journal (May 13, 2004), A1.
Billing Practices,” The Wall Street Journal (July 17, 2003), p. B1. 68 Richard L. Daft, Organization Theory and Design, 6th ed.
47 Allan R. Cohen, Stephen L. Fink, Herman Gadon, and Robin D. (Cincinnati, OH: South-Western, 1998), Chapter 12.
Willits, Effective Behavior in Organizations, 7th ed. (New York: 69 Cialdini, “Harnessing the Science of Persuasion.”
McGraw-Hill Irwin, 2001), p. 264; Rosabeth Moss Kanter, Men 70 Robert B. Cialdini, Influence: Science and Practice, 4th ed. (Boston:
and Women of the Corporation (New York: Basic Books, 1977). Pearson Allyn & Bacon, 2000).
48 Pfeffer, Power in Organizations, p. 70. 71 Quoted in Cohen, Fink, Gadon, and Willits, Effective Behavior in
49 Gerald R. Ferris, Darren C. Treadway, Robert W. Kolodinsky, Wayne Organizations, p. 254.
A. Hochwarter, Charles J. Kacmar, Ceasar Douglas, and Dwight D. 72 Jared Sandberg, “Sabotage 101: The Sinister Art of Back-Stabbing,”
Frink, “Development and Validation of the Political Skill Inventory,” The Wall Street Journal (February 11, 2004), p. B1.
Journal of Management 31, no. 1 (February 2005), pp. 126–152. 73 For a discussion of personalized and socialized power, see David C.
50 Laura Meckler, “Flight Plan; Amid Turbulence, FAA’s Mr. Chew McClelland, Power: The Inner Experience (New York: Irvington,
Fights Bureaucracy,” The Wall Street Journal (January 30, 2006), 1975).
pp. A1, A16. 74 “Stop the Politics,” Forbes ASAP (April 3, 2000), p. 126.