This sheet is a handout material from Udemy course:
Organizational Behaviour
All rights reserved (Robert Barcik, robert@barcik.training).
Definition of Power
In this lecture, we'll unravel the concept of power, a crucial element in organizational
behavior and leadership. Power is often surrounded by misunderstandings and can be
misused, but it's a significant force in shaping how people interact and what outcomes
emerge in organizations. We'll examine the dynamics of power through the relationship
between two individuals—Mark, a teacher and examiner, and his student, Peter. This will
help us grasp the complexities of this vital construct.
Let's start with Mark's role. He holds a significant position in the educational setting. His
student, Peter, relies on Mark’s judgment to pass his course. This situation perfectly
illustrates the essence of power: Mark has the ability to influence Peter's
actions—particularly, to ensure he attends lectures—because Peter is seeking a
favorable outcome that only Mark can provide. It's about one party, in this case Mark,
influencing another, Peter, to act in a way that suits Mark’s objectives. Often described as
"power over", this is a classic example of a one-directional influence.
However, it's important to note that power isn't just a one-way street. While Mark holds
power over Peter due to his role, Peter’s actions can also affect Mark. If students, including
Peter, decide to skip classes, it reflects poorly on Mark's abilities as a teacher. So, in this
sense, power is also about dependence. Mark's success in his role partly relies on his
students' participation and engagement.
Now, let's examine the nature of power itself. Power in an organizational context is
multifaceted and can manifest in various ways. It's not just about formal roles or positions
but also about the subtleties of influence and control. Consider different situations in an
organization: a manager allocating resources, an employee negotiating for better terms, or
even a team member persuading others to adopt a new idea. All these are instances of
power dynamics at play.
In each of these scenarios, power operates differently. The manager exercises power
through their positional authority, able to make decisions that affect others' work lives. An
employee, on the other hand, might wield power through expertise or knowledge,
influencing decisions even without formal authority. Similarly, a team member who
persuades others uses social or personal power. This shows that power is not just
top-down; it can flow in various directions and come from different sources about which we
will of course talk in the upcoming videos.
Now, power in organizations is also closely linked to the concept of dependency that we
tackled before. The more someone in an organization depends on another for resources,
information, or support, the more power the latter holds. For example, if a team relies
heavily on a particular member's expertise, that individual wields significant power within
the team. This dependency-based power is a critical aspect of organizational dynamics.
Furthermore, power is not static; it's dynamic and relational. It changes with context and
over time. An employee might hold power in one situation but not in another, depending on
the resources or support they control in each context. Similarly, power relationships can
shift as people move within an organization, gain or lose resources, or as organizational
priorities change.
Now, let's differentiate between power and leadership. Power is about the ability to
influence behavior, but it doesn't necessarily align with shared goals—it's more about
dependence. Leadership, on the other hand, involves directing this influence towards
common objectives. It's not just about influencing actions but about guiding and motivating
people toward a shared vision. Leadership needs a level of goal congruence, a harmony of
objectives, which power alone does not require.
Consider this: Mark has the power to make Peter attend his lectures, but if he were leading
instead just using his power, he would inspire Peter to see the value in attending and be
motivated to learn. Leadership here would mean aligning Peter's desire to learn effectively
with Mark's goal to teach effectively.
The distinction between power and leadership is vital. While power can enforce
compliance, leadership aims to cultivate commitment. Power can be exerted without
consent, often disregarding the influenced party's well-being. Leadership, however,
requires buy-in and usually involves a more relational dynamic. It's about considering and
aligning the goals and aspirations of everyone involved.
So in summary, power is a fundamental part of organizational and social life. It manifests in
the ability to direct or influence others' behavior, sometimes without their agreement.
Leadership takes this further, involving the art of influencing people so that they
enthusiastically work towards shared goals. Understanding this difference is key for
effective leadership. It's the foundation of moving from mere influence to inspirational and
transformational leadership. As we dig deeper into power and leadership, we'll explore the
bases and sources of power and how they play out in organizational contexts.
