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Leadership, power and the use of surveillance: Implications of shared social identity for leaders' capacity to influence

Subasic, Emina; Reynolds, Katherine J; Turner, John C; Veenstra, Kristine; Haslam, S. Alexander


To ensure subordinates' compliance with organizational policies and procedures, those in positions of organizational leadership and authority have a number of resources at their disposal (e.g. rewards and punishments, surveillance, persuasion). When choosing strategies that will maximise their capacity to influence, however, leaders cannot afford to overlook the role of social identity processes. Evidence from two studies shows that the success or otherwise of strategies such as...[Show more]

CollectionsANU Research Publications
Date published: 2011
Type: Journal article
Source: Leadership Quarterly The
DOI: 10.1016/j.leaqua.2010.12.014


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