Social power and leadership in cross cultural context
Purpose The purpose of this paper is to examine how the exercise of power by leaders is impacted by cultural factors. The authors present a conceptual framework to examine the interaction of various cultural dimensions with harsh and soft power bases, thereby delineating the cross cultural appropriateness of various power bases that may be tapped by organizational leaders. Design/methodology/approach Compatibility of each cultural dimension with harsh of soft power bases is conceptually examined, in the context of Raven's power interaction model of interpersonal influence. Findings Soft power bases are more likely to be activated by managers in cultures that are collectivist, loose, long term oriented, but low on power distance and uncertainty avoidance. Harsh power bases are expected to be chosen for influencing subordinates in cultures that are tight, short term oriented, and high in power distance. Research limitations/implications This is only an initial attempt to look at the exercise of soci.