Kanter, R. M. (1979). Harvard Business Review.


Power is more a product of position than of person. Those in positions that have access to information and supplies are powerful; those locked into organizational bypasses are not. Powerlessness in large corporations often creates ineffective, desultory management and petty, dictatorial, rules-minded managerial styles. Managers in powerful situations can accomplish more and are likely to be highly motivated. They gain the respect and cooperation that attributed power brings. Subordinates' talents are resources rather than threats. First-line supervisors have been the source of many management problems as they are caught between higher management and workers. Although they lack clout, supervisors are forced to administer programs or to explain policies that they have no hand in shaping. Staff specialists also work under conditions that can lead to organizational powerlessness; they are seen as useful adjuncts to organization but inessential in a day-to-day operating sense.