Potential Power and Power Use: An Investigation of Structure and Behavior

Abstract

This study explored the relationships between potential organizational power, viewed as structural position, and the use of power through behavioral tactics. Results indicate that structural position, measured as an individual's network centrality and level in the organizational hierarchy, and behavior—use of assertiveness, ingratiation, exchange, upward appeal, rationality, and coalition formation—relate independently and significantly to others' perceptions of the individual's power. In addition, structure partially mediated the relationship between behavior and power, and the behavioral strategies partially mediated the structure-power relationship. Significant interaction effects were also found.