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Introduction
Power is one of the most heretical concepts in modern organizations. Not only is power often taboo, an explosive issue that managers and employees avoid talking about, it is also in itself a difficult phenomenon to approach, because the allocation of power is not always transparent.
The aim of this contribution is to emphasize the dynamics of power and leadership relations in organizations. Power is traditionally defined as forms of influence based on the execution of control and sanctions (Hatch 2011; Fogsgaard and Elmholdt 2014). However, in relation to leadership, this definition is insufficient, because the emphasis on explicit forms of power does not fully embrace the concept of power in organizations. This contribution advocates that a more comprehensive conception of power contains three aspects: structural power, personal power, and discursive power. Power is thus considered...
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Fogsgaard, M., Elmholdt, C. (2016). Power and Leadership. In: Farazmand, A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_1324-1
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DOI: https://doi.org/10.1007/978-3-319-31816-5_1324-1
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