Organizational Power Styles: Collective and Competitive Power under Varying Organizational Conditions

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Abstract
This article reports research on the extent to which managers exercise both competitive and collective power with bosses, peers, and subordinates and the extent to which this exercise is related to organizationalfactors such as resource availability, normative structures, and organizational form (Type A or Type Z). Based on data from a survey of 350 managers from three levels of management in two businesses and two universities, the author finds that managers exercise both collective and competitive power in these organizations, in all role relationships, and that the type of power exercised is associated with resource availability and organizationalform.

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