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Status and Power: The Principal Inputs to Influence for Public Managers
Author(s) -
Magee Joe C.,
Frasier Clifford W.
Publication year - 2014
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/puar.12203
Subject(s) - interpersonal influence , principal (computer security) , power (physics) , interpersonal communication , control (management) , affect (linguistics) , public sector , interpersonal relationship , public service , psychology , social psychology , public relations , service (business) , business , political science , marketing , economics , management , computer science , physics , communication , quantum mechanics , law , operating system
The authors identify status and power as the principal bases of influence for public managers and describe how managers can use this conceptual distinction to increase their influence. Status is defined as the degree to which one is respected by one's colleagues, and power is defined as asymmetric control over valued resources. Different social and relational processes govern (1) how people determine who is, and who ought to be, high status versus powerful and (2) how status and power affect individual psychology and behavior. To illustrate key points, the authors provide examples of individuals from the public sector and public service organizations. The framework of interpersonal influence gives practitioners behavioral strategies for increasing their status and power as well as a way to assess and diagnose interpersonal dimensions of their own performance in their jobs and careers .