| Summary: | Even within teams of peers, certain individuals have more power than others. Individual members may
have essential skills and experience, networks outside the team, or status within the organization that
give them more power than the average team member (French & Raven, 1959; Hollander, 1958). How
these powerholders use their power may vary from team to team. For example, consider a task force
whose purpose is to solve a problem in the organization’s ability to attract new members. One member
of the team is especially expert in member-engagement practices and root cause analysis, upon which the
team is dependent to complete its task well. This dependency gives her power (Emerson, 1964). She
might use her power solely to influence the team’s task approach in the areas most relevant to her particular
skill. Or she may use her special influence to dominate a range of team functions, from managing
relations with senior leaders, to controlling the conflict-management processes within the group. Or
she might exert no special influence at all, acting as an average team member in all domains. What consequences
might her choices have for the effectiveness of this team?
|
|---|