Behavioral Theory of Power

In an organizational sense, Wagner and Hollenbeck define politics as “activities in which individuals or groups acquire power and use it to advance their own interests” (1992, 471). In their view, “politics is power in action” (471). Robbins adds:

When people get together, power will be exerted. People want to carve out a niche from which to exert influence, to earn rewards, and to advance their careers. When employees convert their power into action, they are engaged in politics. Those with good political skills have the ability to use their bases of power effectively. (1992, 165)

Power is imbedded in leadership. Leaders compel people, organizations, coalitions, and nations to respond to their demands. Robbins draws a distinction between the two terms. He contends that “leaders use power as a means of attaining group goals” (1992, 156). Leaders, in his view, “achieve goals, and power is a means for facilitating their achievement” (156).

Power in a political system can be viewed as the capability of actor “A” (political leader, interest group, or individual) to influence actor “B” (political leader, interest group, or individual) times the will of “A” to influence “B” as perceived by “B.” “A” is only powerful if “B” thinks so. “B” responds to the demands of “A” only to the extent that they perceive the power of “A” relative to their own power.

John R. P. French, Jr., and Bertram Raven identified five categories for the sources of individual power: (1) expertise (knowledge, skill, talent of the leader); (2) referent (personality, appearance, charisma, reputation, and so on); (3) legitimate (authority of the position); (4) reward (ability to pass out favors, benefits, and so on); and (5) coercive (ability to compel compliance) (1959, 150-65). The first two sources come from the individual and are known as personal powers. The other three sources are often called organizational powers (Wagner and Hollenbeck 1992, 465).

Stephen Robbins adds that sources of power “tell us where the power holder gets his or her power bases...sources refer to how you come to control the bases of power” (1992, 156). He labels the position you hold, your personal characteristics, your expertise, and the opportunity you have to receive and obstruct information as the four sources of power (157-58).

The consideration of human behavior complicates the study of political power. The human actors in the political decision system have personal and organizational powers that are bounded by their own knowledge, skills, and values to make rational decisions. The next section examines the phenomenon of powertics that focuses on the dynamics of human interactions in the political decision system.