Self-Defeating Leader Behavior: Why Leaders Misuse Their Power And Influence
Name
CPL_WP_05_12_Kramer.pdf
Size
162.47 KB
Format
Adobe PDF
Checksum (MD5)
0185a2e8667591d00a787b2f9bf0ebb6
Author(s)
Kramer, Roderick M.
Date Issued
January 12, 2005
Publisher
Center for Public Leadership
Series/Report no.
Center for Public Leadership Working Paper Series;05-12
Abstract
Few concepts in the social sciences are invoked with the same ease or employed so readily to explain so
many social and institutional outcomes as power. The concept of power has been used to explain, for
example, how organizational resources are allocated (Pfeffer, 1992), how decisions are made (Neustadt,
1990), the control of attention (Fiske, 1993), behavioral disinhibition (Galinsky, Gruenfeld & Magee,
2003; Keltner, Gruenfeld & Anderson, 2003), and the resolution of conflict (Boulding, 1966, 1989), to
name just a few important processes and outcomes. The concept of power is routinely used, moreover,
not only to explain why such outcomes do happen, but also why they don’t. Russell’s (1938) observation
that power is a “fundamental concept” in the social sciences remains as true today as it was when he first
uttered it.
Subjects
hks
cpl
kennedy school
leadership
misuse
self-defeating
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Attribution-Noncommercial-No Derivative Works 3.0 United States
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