The Perception of Power: Dependence and Legitimacy in Conflict

Abstract

Previous research shows that information on power dependence is crucial in forming estimates of self and other power in a subordinate-superordinate conflict situation. We extend these basic ideas by considering how additional information on legitimate authority also shapes power estimates in an intraorganizational conflict. Sixteen role-playing vignettes, which placed participants in the role of a subordinate in conflict with a manager, manipulated information on the manager's legitimacy (authorization and endorsement) and on both parties' alternatives under conditions of high outcome value. Results indicate that information on both forms of power is used to make power estimates. Specifically, higher manager's alternatives and authorization are related positively to perceived manager's power. Higher subordinate's alternatives are related negatively to manager's power. Also, when the manager's authorization is high, level of manager's endorsement does not affect perceived self (subordinate) power; when authorization is low, however a shift from high to low endorsement increases perceived self power Finally, higher subordinate's alternatives are related positively to self power; higher manager's alternatives are related negatively to self power Possible reasons for small effects of endorsement on power assessments are discussed.