Using power to affect performance in China: Effects of employee achievement and social context
International Journal of Conflict Management
ISSN: 1044-4068
Article publication date: 5 October 2010
Abstract
Purpose
Researchers interested in the positive side of power and managers seeking to develop a resourceful workforce seek to understand the conditions under which managers use their power to assist and encourage employees. This paper aims to address this issue.
Design/methodology/approach
An experiment conducted in China tested the hypothesis that employee performance and relationship with the manager affects the use of power.
Findings
Results indicate that participants used their power to provide directly relevant information and encouraged employees who demonstrated their need by performing ineffectively. In addition, participants with cooperative, compared with competitive and independent, goals assisted, encouraged, and felt the responsibility to assist their employees.
Originality/value
Results were interpreted as suggesting that demonstrating a clear need for managerial assistance and developing cooperative goals are important bases for fostering the positive use of power.
Keywords
Citation
Tjosvold, D. and Sun, H. (2010), "Using power to affect performance in China: Effects of employee achievement and social context", International Journal of Conflict Management, Vol. 21 No. 4, pp. 364-381. https://doi.org/10.1108/10444061011079921
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited