From Machiavelli to Ms: differences in male-female power styles

While the concept of power has always been a concern to students of political science and public administration, it has been examined only peripherally in the last few years. Recent work by McClelland has indicated that power may be a very important variable in explaining managerial behavior and organizational effectiveness. Starting with a definition of power provided by McClelland, this paper develops a conceptual framework for analyzing power-related behavior in an organizational setting. The framework is then applied to a problem area of particular interest to the authors--the question of whether or not women managers can be expected to behave differently than their male counterparts because of possible differences in their orientations toward power. We conclude that differences in power needs will not impede the effectiveness of female managers, but women may be at a disadvantage in the work environment due to possible differences in the way they express these needs.