A personalized power orientation has been found to be associated with greater narcissism and anti-social

decisions, whereas a socialized power orientation has been found to positively predict pro-social decision
making. Managers with a socialized power orientation are more likely to be effective than managers with
a personalized power orientation. A leader with a socialized power orientation is more likely to empower
subordinates.
Social perceptiveness and behavioral flexibility are key components of social intelligence.
In comparison to low-level supervisors, top executives usually need more conceptual skills.
Technical skills are most important for lower level managers.

Resentment of external dependencies is least likely to be a reason for resistance by employees

to a proposal by top management to change the current strategy