Power and Influence Strategies: An Analysis across Departments

Abstract. The study explored the impact of task environment on influence strategies and the relationship between influence strategies and power. Results indicate that the frequency of use of four influence strategies—assertiveness, sanctions, higher authority, and coalition—differs significantly between the eight departments studied. Individuals in production departments use assertiveness more frequently than individuals in staff or non-production departments. The power differential across departments as perceived by individuals in the different departments seems to be a source for the variation. Findings also show that assertiveness is positively related to power as measured by network centrality and perceived power of the department. Power is endemic to organizational life like planning, organizing, directing and controlling, because each aspect of these activities entails the use of power. This paper examines the horizontal structural view of power and influence, that is, from the departmental perspective, which has not been adequately addressed by researchers. Of particular interest would be the relationships between departments (functions) and the use of influence tactics. We have attempted in this study to answe