Powerthe capacity to influence others who are in a state of dependence. How do people obtain power: doing the right things, extraordinary activities excellent performance of a routine job might not be enough to obtain power. one needs excellent performance in unusual or non routine activities: visible activities must be seen, relevant activities only if its important, cultivating the right people, outsiders, subordinates, peers- no backstabbers, superiors. Who wants power: mcclelland says the most effective managers (institutional managers, have high npow, adopt a participative or coaching leadership style, are relatively unconcerned with how much others like them. Ares: scarcity: differences in subunit power magnified when the resources become scarce, uncertainty: subunits that can handle uncertainty hold power, centrality: subunits whose activities are more central to the work flow hold more power. their work must influence the work of most other subunits. crucial impact on the quantity or quality of the org. s key product or service.