The subjective experience of power and its dynamics in middle managers

Abstract

The purpose of this study was to investigate middle managers’ specific experiences in relation to power, their understanding of themselves in the dynamics of power, and the factors which influence their attitudes and behaviours in regards to using power. A qualitative narrative inquiry approach was used to interview 21 middle managers in China, Australia and the USA. A thematic analysis was used with the transcripts, addressing seven research questions. This yielded five major themes: context, values, the dynamics of power, status, and the spectrum of power use (light to hard); within these were 14 subthemes. Culture, gender, and childhood experiences were found to influence the exercise power in the workplace, though these factors were modified by values held by managers. Chinese managers showed complex thinking about power, contextualised by cultural ideas of guanxi and work relations seen in the frame of family type of connections. Organisational culture was described as impacting use of power through the values, practices and policies of the company. Values were found to influence the experience and use of power. Power motivations included enjoyable aspects of the exercise of power as well as challenges which were meaningful and energised managers. Power use was mediated through participants’ degree of prosocial orientation (as opposed to self interest), and a range of effectiveness in using power could be related to a broadly to personal style. Participants consistently evidenced communally oriented ways of using their power, involving benevolent intentions and actions; these fall under the rubric of relational power. A spectrum of ‘power styles’ was conceptualised, from a greater tendency to use hard power, through to a preference for collaborative power; location on the spectrum was consistent with personal style, and evolved over time. Managers described the instability of power, its’ waxing and waning, and the struggles necessary to maintain it. The importance of having both power and status was identified, underpinning the relational component of power. The findings emphasise the importance and relevance of understanding power dynamics, in order to support leaders to work effectively and positively with their subordinates. The phenomenological approach used in this study could open up new areas of research into existing concepts such as rubrics of leadership styles (e.g. authentic leadership), personality constructs (e.g. Machiavellianism), cultural practices such as guanxi, mens’ experience of holding and exercising power (understood through a gender context), and the propositions of Foucault regarding power, explored through the subjective experience of powerholders.

Date of Award	2023
Original language	English
Awarding Institution	Western Sydney University
Supervisor	Katina Zammit (Supervisor)