Abstract
Because the essence of leadership is considered to be influencing others to pursue common objectives, the way power is exercised by leaders (i.e. the influence process) has been of importance to social psychologists, as well as management scholars. Increasing focus on social and business activities spanning more than one country makes it imperative to examine how the exercise of power by leaders is impacted by cultural factors. In this paper, we rely on the Power/Interaction Model of interpersonal influence to present a conceptual framework to examine the interaction of cultural dimensions (i.e., power distance, individualism/collectivism, uncertainty avoidance, masculinity/femininity, long-term orientation, and tightness- looseness) with harsh and soft power bases. An emphasis is placed on fostering an understanding of the cross-cultural appropriateness of the various power bases that may be tapped by organizational leaders.
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