Power and empowerment are two distinct concepts, yet they are intricately connected, especially when discussed within the organizational context.  

Often, power in the workplace is equated to the authority associated with formal positions or titles. However, defining power—particularly in relation to empowerment at work—requires a broader and more nuanced view. It is crucial to include in the discourse the ability of an individual or group to effect change and influence outcomes even without formal authority. 

But why is it important to discuss organizational power dynamics? Understanding the different forms of power in an organization can help foster empowerment within the company. Employees can leverage each form of power to advance ideas, drive strategic change, or shift the culture within organizations, even from the grassroots. 

The Complexity of Power in Organizations

In organizational settings, people tend to think and talk about power in a binary way: either people have power, or they don’t. This is because power in the workplace is often defined as positional power or the authority granted by a formal role or title such as that of a manager, senior leader, or executive.  
 
Viewed using this lens, the capacity and capability to empower the self and others are based on a person’s rank within the company. Individuals with higher positions can drive initiatives and make significant changes within their companies. On the other hand, those without formal titles—like individual contributors or frontline employees—are often perceived as lacking power. 

However, this perspective tackles just one type of power. Power within organizations is more complex than that. It is multifaceted and extends beyond the simple dichotomy of having or lacking positional authority. 

Picture this scenario: 

Janet is a leader within her company. Janet's positional power allows her to influence organizational change significantly. Her role has ‘the traditional’ power, which includes: 

• access and/or control to resources within the company, 

• formal decision-making authority, and 

• participation in key collaborative spaces or influence on decision-makers. 

At a more individual level, Janet also has other powers related to the role but not necessarily stemming from the role. As she was developing professionally to get to the position she is currently in, Janet has had significant opportunities to cultivate her: 

• charisma, leadership, and communication skills; 

• organizational knowledge; 

• political and cultural acumen; and 

• expertise in a valuable domain. 

All these combined further enhance Janet’s ability to drive change. 

Looking at the list of qualities above, it's clear that while Janet's positional power offers distinct advantages, it is not the sole determinant of one's ability to influence the organization. 

An individual doesn’t have to be a leader, manager, or an executive to possess some form of power within an organization. Even employees without high-level positional power can exercise their influence. They might have access to decision-making spaces or decision-makers, developed leadership and communication skills, or gained knowledge and expertise in valuable domains. 

Cultivate’s Organizational Power Dynamics 

To better understand power dynamics, Cultivate created the Model of Organizational Power Dynamics. This framework breaks down some of the ways power manifests in the workplace.  

According to this model, there are four types of power that employees can tap into to advance ideas and transformations within organizations. They are: 

Power Over 
The most closely related to the concept of positional power, Power Over is the authority or influence over others. It can involve control over resources, and decision-making, along with a person's ability to enforce rules. It can be visible, like formal rules, structures, and procedures, or invisible, like cultural norms. 

Power To 
Power To is the individual awareness that it is possible to act and effect change. It grows through developing skills and gaining experience in changing the organization.  

Power Within 
Power Within refers to the individual confidence, dignity, and self-esteem derived from recognizing one’s ability to influence outcomes and make changes.  

Power With 
Power With is the collective power exercised through collaboration and united action. It involves both psychological and political aspects of working together to expand possibilities. 

So, how do we utilize this more nuanced breakdown of power when talking about empowerment? 

Consider this second scenario: 

Igor is an individual contributor in a large company. He wants to make an improvement to one of the organization’s programs but is somewhat hindered from taking action because he is not in a high-level position in the organization like Janet. 

If viewed through a binary lens, Igor might seem powerless compared to Janet. However, by recognizing his potential to influence through other forms of power—such as collaborating with others (power with), developing a strategic approach (power to), and leveraging his organizational knowledge and personal skills (power within)—Igor is empowered in diverse ways. This means he can still act on his ideas and drive meaningful change. 

Similarly, employees who want to improve policies, products, or processes in their company can begin by looking into their organization’s power dynamics. From there, they can identify the individual and collective power necessary to empower themselves and address barriers to their initiatives. 

Empowering through Power 

Understanding the multifaceted nature of power and its influence on empowerment is crucial for fostering a positive organizational culture that champions innovation. By recognizing the various forms of power, companies can better support and empower all employees, regardless of their position.  

Leaders with positional power have a unique opportunity to empower others by using their authority and influence to support and develop their teams. To be effective, they must recognize that empowerment requires creating an environment where all employees can develop their own forms of power. 

Meanwhile, employees who want to advance their ideas and create positive change in organizations become more equipped and empowered when they are aware of their influence outside of formal roles and titles. The realization that they have the power to act, coupled with the support and resources from the company and their leaders, allow them to harness their power within and leverage their power with others to innovate within their organizations. 

You have the power to act! 

Want to have a better understanding of power and empowerment in your organization? Looking to create more inclusive and dynamic environments that enable all employees to contribute to their fullest potential? Get in touch with us. 
 
Learn more about how other employees in large organizations are leveraging their power to advance ideas. Join the Cultivators Community to exchange ideas with like-minded professionals.