The purpose of this manuscript is to identify and define some the key power dynamics often facilitating or inhibiting organizational success. It is composed of qualitative and experiential research based on fifteen years of corporate business experience and graduate-level coursework. It is a conceptual paper based on one person’s experience; therefore, the leading limitation is generalizability, but is overcome by research based on references. Analysis demonstrates that of the five power dynamics, coercive power is inherently the most detrimental to an organization. While some of the five recognized power dynamics require positional power, two can be exemplified at any level within an organization. Referent and expert power dynamics can be demonstrated in formal or informal organizations and simply stated, are based on earned respect and demonstrated knowledge and experience in a given field of study. Examples, insight and significance into the various power dynamics are explained, including the potential impact on organizations.
"The Power Dynamics that Facilitate or Inhibit Organizational Success,"
Journal of the North American Management Society: Vol. 10:
2, Article 3.
Available at: https://thekeep.eiu.edu/jnams/vol10/iss2/3