MGMT5050 Chap.9 Power, Agency and Influence
Power, Agency and Influence
Power is the capacity to shape choices, resources, attention or outcomes; agency is the capacity to act within constraints. This chapter maps sources of influence including position, expertise, information, coalition and trust. It distinguishes transparent persuasion from manipulation by testing purpose, evidence, meaningful choice and accountability for effects.
What this chapter covers
- 01
Sources of organisational power
- 02
Dependence and ability to refuse
- 03
Agency within constraints
- 04
Coalitions and responsible influence
- 05
Transparency and legitimacy
Escalate supplier risk
- 1Verify the evidence and worker exposure.
- 1Identify aligned procurement and compliance duties.
- 1Build a transparent cross-functional coalition.
- 1Propose review, protection and corrective milestones.
Key terms
- Power
- Capacity to shape decisions, resources, attention or outcomes.
- Agency
- Capacity to act and influence within constraints and relationships.
- Manipulation
- Influence that undermines informed and meaningful choice through concealment or exploitation.
Power, Agency and Influence FAQ
Is positional authority the only power source?
No. Expertise, information, relationships, coalitions, resource control and trust can create influence with or without formal authority. The chapter method applies this point to sources of organisational power and shows how it changes a practical decision.
How is persuasion distinguished from manipulation?
Responsible persuasion uses truthful evidence, discloses material uncertainty, permits challenge and preserves meaningful choice rather than exploiting dependence. The chapter method applies this point to dependence and ability to refuse and shows how it changes a practical decision.
Assessment move
For a workplace case, map what each actor controls and what refusal costs. Build one influence route that uses evidence and coalition rather than hidden pressure.
Build a detailed working note from the chapter: C9 · POWER MAP Use power and influence responsibly A-MAP · WEEK 9 Map dependence, sources of power and the people who bear influence costs power · agency · coalition · legitimacy Power is the capacity to shape choices, resources, attention or outcomes;
It can arise from formal position, expertise, information, control of rewards, networks or trust; Agency is the capacity to act within constraints; Responsible influence does not pretend power is absent; it makes the source, purpose and effect of influence visible and avoids exploiting another person's dependence;
Map the relationship before choosing a tactic Ask who depends on whom, what each person controls and what refusing a request would cost; An apparently voluntary agreement may be ethically weak when one party risks employment, access or reputation by saying no;
Influence becomes more legitimate when the goal is explainable, evidence can be challenged, affected people retain meaningful choice and the process does not conceal manipulation; Responsible influence Expertise Position Coalition Trust Influence travels through relationships;
Position is only one source; expertise, coalition and trust can create agency without formal control; Source Responsible use Risk Position Clarify mandate and reasons Coercion disguised as consent Expertise Make evidence understandable and contestable Authority halo Information Share material facts at the right time Strategic omission Coalition Build voice around a common interest Exclusion or group pressure Trust Honour expectations and disclose conflicts Using a relationship as leverage i Consent is not a single word Check whether the person had information, alternatives, time and safety to refuse;
Dependence can turn nominal agreement into pressure; C9 · RESPONSIBLE INFLUENCE Build influence without manipulation D-CASE · INFLUENCE Use shared interests, credible evidence and transparent coalition-building purpose · audience · route · accountability Responsible influence leaves the audience's agency intact Begin with the change sought and the responsibility it serves;
Understand the decision maker's concerns without treating them as a target to exploit; Select evidence that is relevant, disclose uncertainty and invite correction; Coalitions can broaden voice, especially for people with less formal power, but membership and trade-offs should be visible;
After the decision, remain accountable for effects rather than claiming victory and moving on; INFLUENCE TEST Purpose + legitimate source of influence + truthful evidence + meaningful choice + accountability for effects MODEL Escalating a supplier-risk concern agency in practice An analyst finds repeated wage deductions in a supplier file but lacks authority to suspend orders;
They verify the pattern, document worker exposure and form a coalition with procurement and compliance; The group proposes an independent review, temporary protection for complainants and a corrective timetable; They disclose uncertainty instead of exaggerating certainty;
This approach uses expertise, relationships and process access while preserving the supplier's opportunity to respond and keeping remedy for workers central; TRY 1 Manipulation check AskSia practice Prompt: A manager withholds cost data until a vote;
Why is this irresponsible; Answer: It shapes choice through strategic omission, preventing informed challenge and exploiting information asymmetry; TRY 2 Coalition design AskSia practice Prompt: How can a junior employee build influence safely;
Answer: Verify evidence, identify aligned responsibilities, seek trusted allies, use protected channels and propose a proportionate next step; Close an influence plan by naming the power you are using, the constraint that keeps it legitimate and who will judge the outcome; CLOSING MOVE · DISCLOSE THE POWER.
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