Jarlath Duffy - Change from Within

Power and dependence

Diagnosing dependence is a key step to understanding and using power. Dependence arises in part because a person, group, or organisation relies on another person, group or organisation to accomplish his, her, or its tasks. It may also arise for other reasons, such as previous history of assistance by one person or a psychological reliance by one person on another. A subordinate depends on his or her manager for directions and resources. A manager in turn depends on his or her subordinates for assistance in accomplishing a task and identifying obstacles to achieving team goals. The person being relied or depended upon automatically has some power - potential or actual ability to influence the other. Individuals who are dependent attempt to secure power to neutralise their dependence on others. Dependence increases as the organisation becomes larger, causing greater reliance on specialities that result from division of labour - all of which can reduce the power of the manager. Individuals engage in power-oriented behaviour to reduce their dependence on others, they also try to increase the dependence of others on them, thus increasing their own relative power.

Power as a motivator

The need for power is an individual motivator that causes a person to seek and build power. People with a high need for power try to influence and control others, seek leadership positions in groups, enjoy persuading others, and are perceived by others as outspoken, forceful and demanding.

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