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Lehrer, J. (2010).  The Power Trip.
"This [study result] suggests that even fleeting feelings of power can dramatically change the way people respond to information. Instead of analyzing the strength of the argument, those with authority focus on whether or not the argument confirms what they already believe. If it doesn't, then the facts are conveniently ignored."
Orwell, G. (1949).  1984.
"But always—do not forget this, Winston—always there will be the intoxication of power, constantly increasing and constantly growing subtler. Always, at every moment, there will be the thrill of victory, the sensation of trampling on an enemy who is helpless. If you want a picture of the future, imagine a boot stamping on a human face—forever."
Fromm, E. (1973).  The Anatomy of Human Destructiveness.
"Power can mean power over people, or it can mean power to do things...Many writers, unfortunately, make use of this ambiguous meaning of the words 'power' and 'control', and in order to smuggle in the praise of 'power over' they identify it with 'power to'. Moreover, lack of control does not mean lack of any kind of organization, but only of those kinds in which the control is exploitative and the controlled cannot control the controllers." (p. 394)

"Being powerless and hence in danger of being enslaved, or having power and hence in danger of becoming dehumanized, are two evils. Which is to be shunned the most is a matter of religious and moral or political conviction." (p. 395)

Manning, G., Curtis K., & McMillen S. (1995).  Building Community: The Human Side of Work.
"Any person perceived as having power over the freedom, success, or income of others, or who has the ability to make others appear ridiculous, incompetent, or weak, must guard against the abuse of psychological size. This concept has special relevance for people in authority positions. The individual who determines careers, decides wages, and makes job assignments has considerable power over others, and this can influence the communication process." (p 148)
Chomsky, N., & Barsamian D. (1994).  Keeping the Rabble in Line: Interviews with David Barsamian.
"Any form of concentrated power, whatever it is, is not going to want to be subjected to popular democratic control or, for that matter, to market discipline. Powerful sectors, including corporate wealth, are naturally opposed to functioning democracy, just as they're opposed to functioning markets, for themselves, at least. It's just natural. They do not want external constraints on their capacity to make decisions and act freely. It entails that the elites will be extremely undemocratic." (p. 242)
Caroselli, M. (2002).  Leadership Skills For Managers.
"Because Lord Acton's quotation provides such a memorable sound bite—'Power tends to corrupt and absolute power corrupts absolutely'—many leaders hesitate to learn the best ways to use power. Consequently, as Harvard's John Kotter remarks, they're failing to optimize their leadership potential. (p. 121)
Stoner, J. A. F., & Freeman R. E. (1989).  Management.
"Rosabeth Kanter has argued that power can easily become institutionalized. Those whom others believe to possess power seem to find it easier to influence other people around them—and thus to garner even more genuine power. By the same token, 'powerlessness' is a difficult condition to overcome." (p. 306)
Dale, E. (1969).  Management: Theory and Practice.
"First of all, the chief executive can exercise great powers on legal grounds. The bylaws of most corporations provide for the appointment of a chief executive who has practically full powers except as they are limited by the board of directors.
Secondly, the chief executive can strengthen this power by judicious use of rewards and punishments. Complying subordinates can be given salary increases, bonuses, stock options, benefits of all kinds, and status symbols, such as large offices, free cars, and credit cards. Conversely, he can withhold these and other privileges from subordinates who oppose his views. And he need not resort to discharge to make his displeasure even more evident. He can send men to 'managerial Siberia'—some post where they have nothing of importance to do—or gradually withdraw responsibilities from them until they become disgusted enough to quit. It is not necessary for the chief executive to take drastic steps very often. If he has occasionally done so in the past, few will care to challenge his power." (p. 88)
Grant, M. (2003).  Sick Caesars - Madness and Malady in Imperial Rome.
"Sick Ceasars is an account, sometimes funny, sometimes tragic, of men transformed, and more often deranged, by absolute power." —from the cover jacket
Roberts, W. (2012).  Victory Secrets of Attila the Hun. 159. Abstract
"An organization's worst enemies are seldom external. Rather, the most deadly and damaging threats come from those who are so driven toward power that their political maneuvering can destroy the very group in which they seek authority." (p. 44)

See also: control, discipline, abuse, corruption, responsibility, domination

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SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: power
    • preferred: power
    • definition: possession of controlling influence; "the deterrent power of nuclear weapons"; "the power of his love saved her"; "his powerfulness was concealed by a gentle facade"
    • related: control
    • related: discipline
    • related: abuse
    • related: corruption
    • related: responsibility
    • narrower: domination
    • closeMatch:
    • keyword-108
    • linked content:
      • sense: power
      • sense: powerfulness
      • power
      • in scheme:
      • gloss: possession of controlling influence; "the deterrent power of nuclear weapons"; "the power of his love saved her"; "his powerfulness was concealed by a gentle facade"
      • hyponym of:
      • synset id: 105190804
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