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RESEARCH PRODUCT

Formal and Informal Interpersonal Power in Organisations: Testing a Bifactorial Model of Power in Role-sets

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Cet article porte sur la structure et les proprietes des bases du pouvoir dans les situations organisationnelles. On y presente et y teste une theorie bifactorielle du pouvoir elaboree a partir des sources du pouvoir identifiees par French & Raven. Cette theorie pose: a) le pouvoir formel englobe la legitimite et la possibilite d’imposer et de recompenser, le pouvoir informel l’arbitrage et l’expertise, b) le pouvoir formel est liea la hierarchie, c) il est asymetrique alors que le pouvoir informel est reciproque, d) et en relation negative avec le conflit. Un echantillon de 155 sujets a decrit ses relations de pouvoir et ses conflits avec les 1093 membres de son milieu professionnel, superieurs, subordonnes et collegues. Une analyse bidirectionnelle des relations de pouvoir agent-cible en situation conforte ces hypotheses. Les resultats sont repris a partir du modele pouvoir/interaction et de l’idee de l’acquisition du pouvoir dan les relations d’influence. This paper focuses on the structure and properties of power bases in organisational settings. Based on the sources of power identified by French and Raven, a Bifactorial Theory of Power is formulated and tested. According to this theory it is predicted that (a) Formal power includes legitimate, reward, and coercion power bases and Informal power includes referent and expert power bases, (b) Formal power is associated with hierarchy, (c) Formal power is antisymmetrical and Informal power reciprocal, and (d) conflict is negatively related with Informal power. A sample of 155 subjects reported their power and conflict relationships with their 1,093 role-set members, including superiors, subordinates, and peers. A bidirectional analysis of the agent–target power relationships in role-sets gives support to these hypotheses. Results are discussed in terms of the Power/Interaction model and the empowerment approach to power relationships.