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Published in:
2014 | OriginalPaper | Chapter
Power and Influence at the Top: Effective and Ineffective Forms of Leader Behavior
Author : Roderick M. Kramer
Published in: Conceptions of Leadership
Publisher: Palgrave Macmillan US
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Social psychologists have long recognized the intimate and reciprocal relationship that exists between the power leaders possess and their capacity to exert influence over others (French & Raven, 1959; McClelland, 1975). The effective use of social influence, it has been argued, helps aspiring leaders obtain and consolidate power (McClelland and Burnham, 1976; Pfeffer, 2010). Power, in turn, enhances their ability to retain their positional advantage and exert effective influence once they become leaders (Neustadt, 1990; Pfeffer, 1992).