The Human Factor in Energy: Influence from the Ground Up

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dc.contributor.authorBalcı, Kerim
dc.contributor.authorCzukor, Gergely
dc.date.accessioned2026-04-04T18:48:36Z
dc.date.available2026-04-04T18:48:36Z
dc.date.issued2025
dc.description.abstractLeadership studies remain mostly leader-centered, emphasizing how leaders influence followers to engage in action to pursue collective goals. However, modern organizational theory progressively acknowledges leadership as a two-way, interactive process (Uhl-Bien & Carsten, Organ Dyn 36:187–201, 2007). Upward influence theories highlight that followers actively shape leader behavior, practices, and strategies. One theoretical perspective that can account for this process is resource dependence theory (RDT), which contends that power originates from controlling valuable organizational resources (Pfeffer & Salancik, The external control of organizations: A resource dependence perspective, Stanford University Press, 1978; Tripathi, Front Psychol 12:699340, 2021). Employees, as they are frequently “hosts of tacit resources” in the form of specialized knowledge and distinctive expertise, have the potential to impact their leaders, forming interdependence relationships instead of pure hierarchies (Tripathi, Front Psychol 12:699340, 2021; Pfeffer & Salancik, The external control of organizations: A resource dependence perspective, Stanford University Press, 1978). In support of this concept, leader-member exchange theory (LMX) (Graen & Uhl-Bien, The Leadership Quarterly 6:219–247, 1995) emphasizes the quality of interaction between the leader and the follower regarding mutual trust, respect, obligation, and open communication, which may impact and premise the convenient conditions for followers to engage in upward influence. Because high-quality LMX ensures the psychological safety of employees, it results in speaking up or engaging in voice behavior (Detert & Burris, Acad Manag J 50:869–884, 2007). Moreover, French and Raven’s (Studies in social power, University of Michigan Press, 1959) classic power bases, especially referent and expert power, also explain how followers can influence leaders. Followers with specialized knowledge or high social influence in teams can effectively guide leadership decisions and actions. This is a vital consideration in the energy sector, where risks can be eliminated through speaking up and team participation in the decision-making process. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2025.
dc.identifier.doi10.1007/978-3-031-86236-6_19
dc.identifier.endpage274
dc.identifier.issn1431-1933
dc.identifier.scopus2-s2.0-105026618332
dc.identifier.scopusqualityQ4
dc.identifier.startpage261
dc.identifier.urihttps://doi.org/10.1007/978-3-031-86236-6_19
dc.identifier.urihttps://hdl.handle.net/11411/10257
dc.identifier.volumePart F4949
dc.indekslendigikaynakScopus
dc.language.isoen
dc.publisherSpringer Science and Business Media Deutschland GmbH
dc.relation.ispartofContributions to Economics
dc.relation.publicationcategoryKitap Bölümü - Uluslararası
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.snmzKA_Scopus_20260402
dc.subjectFollower Agency
dc.subjectLeader-Member Exchange
dc.subjectLeadership
dc.subjectUpward Influence
dc.titleThe Human Factor in Energy: Influence from the Ground Up
dc.typeBook Chapter

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