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