Organizational Power Theories Running head: ORGANIZATIONAL POWER THEORIES Implicit Theories, Interdependence, and Power-sharing:

This research investigated the relationship of implicit theories of organizational power with perceptions of manager/employee interdependence and a willingness to share power with others. It tested the theory that differences in two distinct organizational power theories--the belief that organizational power is a scarce resource vs. an expandable resource--would predict competitive vs. cooperative orientations between managers and employees and affect managers ’ willingness to share information and offer support. An experiment is presented in which limited or expandable implicit power theories were induced. The study found that participants primed with limited-power theories viewed their relations with employees as more competitive, and shared fewer organizational resources than those primed with expandable-power theories