Power-Balancing Styles of Indian Managers
基于Emerson的权力依赖理论，研究印度管理者的权力平衡风格分布，并验证个体层面测量工具的有效性。
Emerson's (1962, 1972ab) power-dependence model has had a profound impact on the manner in which power can be viewed in relationships. However, there has been little empirical work examining Emerson's approach, and even less focused at the individual level. The present study takes a psychological approach to Emerson's theory of power and dependency. The study has two objectives. First, it examines the existence and distribution of dominant power-balancing styles among Indian managers. Second, it begins to validate an approach to operationalizing Emerson's conceptualization ofpower and dependency at the individual level. The study is based on a managerial sample from a cross-section of Indian industries. Findings provide partial support for the predicted relationships among power-balancing styles and other psychological variables. It also provides some support for the construct validity of the instrument used to measure power-balancing style.