Task Interdependence and Personal Power in Teams

Abstract

The project investigated the power dynamics in preexisting corporate research and development teams using a network-based methodology. Emerson's (1962) exchange-based power-dependence theory was used to formulate guiding hypotheses. In addition, Thompson's (1967) typology of organizational interdependence was used to differentiate between types of task interdependence. Power was operationalized as the amount of influence each member exerted about decisions regarding coworkers and/or the team. Heightened task dependence was expected to negatively affect personal power The different kinds of task interdependence were found to have very different power implications. Thompson's distinction between sequential and reciprocal task interdependence was necessary to untangle the underlying power-dependence processes. Furthermore, the findings leave much to be explained and might suggest the need to consider additional interdependence dynamics and/or alternative exchange frameworks to more accurately accountfor the personal power dynamics in the collective context offormal organizations.