Kinds of Organizational Authority: the Formal

In the first installment of this series, we examined the interrelationships between power, authority, and influence, emphasizing the value that a systems view provides. Let's take a closer look now at the kinds of authority we find in organizations, beginning with kinds most often recognized as formal.

Cognitive authority

This term, coined by Patrick Wilson, denotes authority that influences thoughts that people consciously recognize as proper. It's specific to some particular field of knowledge. People usually confer it only upon someone whom they consider influential. In organizations, a common form of cognitive authority relates to the organization's mission and work. Since the organization's work usually factors into weakly interacting cells, its cognitive authority usually factors similarly.

We're most comfortable citing cognitive authority. Even when we must yield to other kinds of authority, we sometimes seek cognitive authority to support our choices. We call this process "rationalization."

Legal or regulatory authority

Because laws and regulations can constrain everything we do, this form of cognitive authority deserves special attention. Since it is one of the few forms of cognitive authority that doesn't factor easily into cells, those who possess it usually work closely with those at the center of power.

Ironically, legal authorities don't necessarily understand how to apply their authority in detail to the organization's work. Collaboration between legal experts and content experts is often necessary. The need for this collaboration is not always fully appreciated.

Administrative authority

Since this is the authority vested in an organizational position, it is sometimes (somewhat illegitimately) called "legitimate" authority. Administrative authority is thus founded on three relationships: that between the bearer of the authority and the organization; that between the organization and the conferrer; and that between the conferrer and the bearer.

For some, being influenced by administrative authority is difficult, because it entails acknowledging one's own inferior station in the organization. On the other hand, to some, using administrative authority can also be difficult, because it can feel like saying, For some, being influenced by
administrative authority is
difficult, because it entails
acknowledging one's own
inferior station in
the organization"Because I said so." Thus, the exercise of administrative authority can be stressful to the relationship for both parties. This can lead both of them to seek the haven of cognitive authority, real or illusory.

Resource authority

This authority derives from control of inanimate resources, such as facilities, equipment, or finance. Although it's usually a form of administrative authority, resource authority is unique in that it excludes administrative authority over the people. Exercising resource authority as a means of influence entails, for example, the using rewards, rationing, withholding, bribing, granting, secreting, scheduling, and so on.

Using resource authority can be constructive or destructive for relationships. It can be facilitative or coercive. And there are gray areas: people can assert authority over resources that aren't formally theirs to control. Resource authority can thus be fertile territory for political wrangling.

Next time we'll investigate less formal kinds of authority. First in this series   Next in this series  Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Organizational Change:

Look Before You Leap

When we execute complex organizational change, we sometimes create disasters. It's ironic that even in companies that test their products thoroughly, we rarely test organizational changes before we "roll them out." We need systematic methods for discovering problems before we execute change efforts. One approach that works well is the simulation.

When Fear Takes Hold

Leading an organization through a rough patch, we sometimes devise solutions that are elegant, but counterintuitive or difficult to explain. Even when they would almost certainly work, a simpler fix might be more effective.

Letting Go of the Status Quo: the Debate

Before we can change, we must want to change, or at least accept that we must change. And somewhere in there, we must let go of some part of what is now in place — the status quo. In organizations, the decision to let go involves debate.

Good Change, Bad Change: I

Change is all around. Some changes are welcome and some not, but when we distinguish good change from bad, we often get it wrong. Why?

Good Change, Bad Change: II

When we distinguish good change from bad, we often get it wrong: we favor things that would harm us, and shun things that would help. When we do get it wrong, we're sometimes misled by social factors.

See also Organizational Change and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming August 12: Cognitive Biases at Work

Cognitive biases can lead us to misunderstand situations, overlook options, and make decisions we regret. The patterns of thinking that lead to cognitive biases provide speed and economy advantages, but we must manage the risks that come along with them. Available here and by RSS on August 12.

And on August 19: Motivated Reasoning: I

When we prefer a certain outcome of a decision process, we risk falling into a pattern of motivated reasoning. That can cause us to gather data and construct arguments that lead to the outcome we prefer, often outside our awareness. And it can happen even when the outcome we prefer is known to threaten our safety and security. Available here and by RSS on August 19.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.