Organizational Power in Perspective

Abstract

Power and influence are fundamental human phenomena that are deeply ingrained on the psyche and conscious personality of individuals. The difference between proper and improper use of power is the difference between success and failure, high and low productivity, motivation and disillusionment. This paper includes a review and analysis of the classical concepts of power in management literature, a description of power styles, and classical research findings on the optimum use of power. In it I describe power bases and cover the relationship of power with project uncertainty, organizational climate, situational leadership, productivity, and individual independence. Links are made to leadership styles, and references are made to negative uses of power. Overall, the concept of power is placed in perspective as it relates to management needs, and ideas are discussed for managing and controlling power for the benefit of organizations. The immense advantages of expert power and personal influence (reference power) are emphasized. Overwhelming evidence is presented regarding the negative nature of coercion and authoritativeness as viable management styles in well-developed organizations. Any power base is seen potentially to be double-edged: effective usage depends entirely upon organizational climate and culture. A developed organization must be designed based on increasing use of expert and reference powers that promote reflection and choice in decision making.