There is nothing more difficult, more perilous, or more uncertain of success, than to take the lead in introducing a new order of things.
—Machiavelli
Get full access to this article
View all access options for this article.
References
1.
BennisW, & NanusB. (1985). Leaders: The strategies for taking charge.New York: Harper & Row.
2.
BlockR. (1987). The empowered manager: Positive political skills at work.San Francisco: Jossey-Bass.
3.
CorneliusE., & LoveF. (1984, February). The power motive and managerial success in a professionally oriented service industry organization.Journal of Applied Psychology,69(1), 32–39.
4.
DaftR. L., & NoeR. A. (2001). Organizational behavior.Orlando, FL: Harcourt College Publishers.
5.
DuffyF. M. (2002). Step-up-to-excellence: An innovative approach to managing and rewarding performance in school systems.Lanham, MD: ScarecrowEducation.
6.
DuffyF. M. (1991, Fall). Q2—Power, politics, and ethics: The arena for effective leadership in higher education.College and University Personnel Association Journal,42(3), 1–6.
7.
DuffyF. M., & DaleJ. D. (Eds.). (2001). Creating successful school systems: Voices from the university, the field, and the community.Norwood, MA: Christopher-Gordon Publishers.
8.
FisherJ. L. (1984). Power of the presidency.New York: Macmillan Publishing Company and the American Council on Education.
9.
FisherM. (2000, May 18). Editorial.Washington Post (Sec. B, p. 1).
10.
FrenchJ. R. P., & RavenB. (1959). The basis of social power. In CartwrightD. (Ed.), Studies in social power (pp. 150–167). Ann Arbor, MI: Institute for Social Research, University of Michigan.
11.
FullanM. (2002). Foreword. In F. M. Duffy, Step-up-to-excellence: An innovative approach to managing and rewarding performance in school systems (pp. ix–x). Lanham, MD: Scarecrow Education.
12.
GladwellM. (2000). The tipping point: How little things can make a big difference.Boston: Little Brown & Co.
13.
IvancevichJ. M., & MattesonM. T. (1990). Organizational behavior and management (2nd ed.). Homewood, IL: Richard D. Irwin.
14.
KipnisD. (1976). The powerholders.Chicago: University of Chicago Press.
15.
LewisP. V. (1985). Defining “business ethics”: Like nailing Jello to a wall.Journal of Business Ethics,4, 377–383.
16.
MacherK. (1988, September). Empowerment and the bureaucracy.Training and Development,42(9), 41–45.
17.
Manley-CasimirM. (1989). Conscience, community mores and administrative responsibility: A prologue.Administrator's Notebook,33(4), 3.
18.
MintzbergH. (1984, October). Power and organizational life cycles.Academy of Management Review,9(2), 207–224.
19.
PfefferJ. (1981). Power in organizations.Marshfield, MA: Pitman Publishing.
20.
TjosvoldD. (1985, Summer). Power and social context in superior-subordinate interaction.Organizational Behavior and Human Decision Process, 35(3), 281–293.
21.
VelasquezM., MobergD. J., & CavanaughG. F. (1983, Autumn). Organizational statesmanship and dirty politics: Ethical guidelines for the organizational politician.Organizational Dynamics,12(2), 65–80.
22.
WheatleyM. J. (1992). Leadership and the new science: Learning about organization from an orderly universe.San Francisco: Berrett-Koehler Publishers.
23.
YoffieD., & BergensteinS. (1985, Fall). Creating political advantage: The rise of corporate entrepreneurs.California Management Review,28(1), 124–139.
