Uses and Abuses of Power

¶ … Abuses of Power

Because all organizations are comprised of people, it is virtually inevitable that some individuals, most especially those in positions of authority, will acquire more power relative to others. Power, though, is not the sole domain of management but it is reasonable to suggest that the majority of power wielded in any workplace setting is by higher-level executives and front-line supervisors and managers who inherently possess their power by virtue of their corporate authority. In many cases, the use of power can be a useful and acceptable practice while in others the exercise of power is unacceptable. In any case, the use of power can have some unintended consequences that make it a high-risk option. This paper reviews the relevant literature concerning these issues, followed by a summary of the research and important findings concerning the use of power in the workplace in the conclusion.

When is power useful?

According to the definition provided by Black's Law Dictionary (1991), "power" is "The right, ability, authority, or faculty of doing something. Authority to do any act which the grantor might himself lawfully perform" (p. 1169). In organizational settings, power can be useful in the workplace when it is used for legitimate purposes that take into account the human factor as well as the needs of the organization (Olmstead, 2002). In this context, power is useful because it helps to get everyone in an organization moving in the same direction to achieve a mutually advantageous objective. It is important to note, though, that the efficacy of the use of power is situational in nature and depends on the unique circumstances that are involved. For instance, Olmstead emphasizes that, "Much depends upon the individual and the situation. However, one point is clear: the effective leader knows not only how to use his authority to get things done but also when to use it" (p. 32).

In some situations, the effective use of power can empower subordinates to achieve organizational goals while in others, subordinates will be limited in their responsibilities, all depending on the discretion of the power-wielding supervisor. In this regard, Olmstead concludes that, "The effective leader uses the power of his position selectively and responsibly to grant or restrict independence as appears necessary" (p. 32). Given this high degree of subjectivity, it is clear that there are numerous opportunities for abuses of power to take place and these issues are discussed below.

2. When is the use of power not acceptable?

Various sociocultural factors can result in gender- and race-related power imbalances in the workplace (Macauley & Arjoon, 2013). Moreover, such unacceptable uses of power are not restricted to the female gender, and males can be harassed and victimized in the workplace by abuses of power as well (Einarsen & Raknes, 1997). Likewise, the use of power is not acceptable to gain personal benefit or favor or to otherwise become unjustly enriched at the expense of others (Alecu & Micu, 2012).

3. What are some of the unintended consequences of power?

It is impossible to foresee all of the implications of the use of power in any organizational setting because of the exigencies of the human condition and the vagaries of the marketplace. As a result, the use of power, even to achieve positive, beneficial outcomes, is considered a high-risk option as discussed below.

4. Why is the use of power, even to achieve positive, beneficial outcomes, considered a high-risk option?