Social power and leadership in cross-cultural context

Abstract

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 social power in the context of societal culture. The framework can be extrapolated to a more fine-grained examination of the phenomenon.

Practical implication

The conceptualization has potential implications for developing training programs aimed at improving managers’ cross-cultural competencies.

Originality/value

Using a cross-cultural lens to examine how a leader exercises power contributes to a holistic view of power and culture. A cross-cultural extension of the power/interaction model, as suggested by the authors, adds value to the field of management development thinking and practice.

Citation

Mittal, R. and Elias, S.M. (2016), "Social power and leadership in cross-cultural context", Journal of Management Development, Vol. 35 No. 1, pp. 58-74. https://doi.org/10.1108/JMD-02-2014-0020