TITLE

WHEN POWER HAS LEADERS: SOME INDICATORS OF POWER-ADDICTION AMONG ORGANIZATIONAL LEADERS

AUTHOR(S)
Weidner II., C. Ken; Purohit, Yasmin S.
PUB. DATE
January 2009
SOURCE
Journal of Organizational Culture, Communications & Conflict;Jan2009, Vol. 13 Issue 1, p83
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This paper examines some potentially addictive properties of power and the outcomes of power-addiction on leaders' behaviors. The concept of power-addiction has been discussed in popular media for centuries but its acknowledgement among organizational researchers is relatively recent. We build upon research from the helping professions to highlight the mutually reinforcing relationship between addiction and denial. Next, we discuss how some leaders may be susceptible to power's addictive properties and concurrently in denial about their power addiction. Adapting a framework of denial from Kearney (1996), we illustrate how two former CEOs' behaviors and quotes may reflect denial and potential power-addiction. We discuss of the implications of our research for both academics and practitioners involved in leadership and the study of organizations, and conclude by describing some challenges related to examining and applying denial in organizational settings.
ACCESSION #
45307528

 

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