ABSTRACT
The initial intent of this chapter was to discuss how organizational climates reflect the motives of those in power. We remain somewhat on course in regard to this objective, in that the chapter discusses how some powerful leaders engender several types of climate. This discussion focuses on what is referred to as channeling models. As used here, channeling models begin with the hypothesis that the greater the desire for power, the greater the likelihood of engaging in political behaviors (i.e., tactics intended to accrue, exercise, and sustain influence). However, the channels through which this influence is exercised primarily are dependent on personality factors other than the need for power; that is, the expression of leaders’ need for power is channeled through their other motives.
