Dysfunction and Power

Power sensitivity of members in high power teams and teams with high power dispersion may elicit team power struggles, as members that are excessively perceptive of, affected by, and responsive to the distribution of resources in the team are more prone to try to protect or improve their own power position in the team. However, we argue that this link between power sensitivity and power struggles is largely contextual. In other words, being sensitive to power does not necessarily mean that members will struggle for power. In this conflict account of power in teams, we theorize that only in situations where members' resources are perceived to be threatened (either due to internal team factors or due to external team factors), power sensitivity will translate into power struggles. When such threats are absent, teams will remain sensitive to power, but this will not impair their interactions or outcomes. In such settings, power could even be used to benefit teams. We focus here on unpacking exactly why and when power could harm teams in such situations, and call for future research to extend our research to understand how once the downsides of power are turned off, the benefits of power for team outcomes can be achieved.