The People Who Actually Hold Power in the Workplace (And It’s Not Always Managers)

Work hierarchies often imply that managers hold the power, but employees who are well-connected or part of communication networks often determine the outcome of the decision-making process. The power is not visible, but its impact is immediate. Employees who connect different groups within the organization gain power, as found by Ronald Burt's research on structural holes, published in the journal Administrative Science Quarterly (2005). This is because they have access to different information and can determine the flow of information within the organization. This is where the power is exercised before the decision-making process.

Another important factor is trust, which is also an informal source of power. Advice networks have a significant impact on organizational decisions, which was revealed by a research article published in the Academy of Management Journal by Krackhardt (1990) . Employees who are often approached for advice become central to the decision-making process. Their advice is a major determinant of the initial ideas and concepts.

Therefore, by the time a decision is made formally, a great deal of the decision process is already over. Information control is another determinant of such power, as shown by an article published in Organization Science by Brass (1984). It stated that individuals who control information have a significant impact on the framing of ideas and concepts. Information control does not necessarily come with any kind of authority, but it does have a bearing on the final outcomes by impacting the perceptions of the decision process.

These patterns demonstrate that power is not distributed based on organizational roles and titles; instead, organizational roles and titles may determine who is authorized to approve a decision. Organizational relationships could also influence how a decision is made. Employees who are aware of these organizational patterns will realize that power is developed based on access, trust, and relationships. Therefore, the most influential person in an organization may not always be the most visible person. Instead, it is the one most consulted and connected.