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cấu trúc và văn hóa là phụ nữ vẫn gặp phải tại nơi làm việc. Để cho thấy rằng lãnh đạo / quản lý trong tương lai sẽ có một hỗn hợp của 'nam', phẩm chất "trung lập" và "nữ", thuộc tính, năng lực và kỹ năng. Để gợi ý những cách mà trong đó phụ nữ có thể trở thành nhà lãnh đạo / nhà quản lý mạnh mẽ hơn. | MANAGING POWER POLITICS AND CONFLICT 285 behaviour which as history has shown have all too often been used for truly monstrous reasons adapted from French and Raven 1959 Carlopio 2001 260-80 . Which forms of power are the most effective ones to use One of the best-known large-scale studies of the way 750 managers use power revealed that they typically used seven influencing strategies when dealing with their bosses subordinates and co-workers. In order of popularity these were adapted from Kipnis 1984 using reason data or logic expert friendliness and assertiveness referent forming coalitions with others referent bargaining and or negotiation expert rewards and referent ordering compliance legitimate coercive and rewards gaining the support of a higher authority legitimate sanctions or punishments legitimate and coercive . In a similar vein Hughes and colleagues 1999 cite the example of the fictional but iconic leader Jean-Luc Picard. Captain Picard normally used referent and expert power to influence his subordinates. However during crises or emergencies he did occasionally use legitimate and coercive power. On very rare occasions he used reward power to get his own way with a recalcitrant member of his crew. There is considerable evidence to support the view that logic and reason are the most effective power strategies. Leader managers who use information facts and data to support their decisions are rated far more highly by their subordinates when compared to those who use either coercive or legitimate power to force through their ideas. Those who consistently use these two strategies have less motivated more stressed and poorer performing employees. Those who habitually use force coercion or Machiavellian strategies to drive through their decisions also end up making more bad decisions than good ones Schmidt and Kipnis 1987 Kipnis and Schmidt 1983 . Coercive and legitimate power strategies also act as extrinsic motivators. We saw in Chapter 4 that these are the
