Dyadic Power Theory (McCornack, 2019, p. 263) holds the idea that people with only moderate power are most likely to use controlling communications.
The theory was put forth by Norah Dunbar in 2004. Dunbar proposed that perceptions of legitimate authority to make decisions and access resources increase individuals' perceptions of their own power compared to their partner.
I’m reminded of a teaming project in another class. Five students were assigned by the professor to develop and present a project. This group had three students that were either in their late twenties or early thirties. Each had supervisory/managerial experience and thought it would be a good idea for the youngest and most inexperienced team member to take the lead as it would offer that individual leadership experience and an introduction to the use of power in a somewhat controlled environment.
Quickly, this team leader transformed into an abundantly confident and arbitrary decision maker who commanded team members without regard to their input or the end goal. The team shifted directions several times and ultimately earn a B.
The team leader’s relative authority (Dunbar, 2004, page 240) acted as a power base to directly influence team members; all to make demands and control outcomes which conferred great influence.
What was learned in the end? Perhaps it is too soon to tell! In 1938, Russell claimed that, “the fundamental concept in social science is power…” and I suspect these team members received a lesson in Dyadic Power Theory.… and received a grade lower than they desired.
Dunbar, N. E. (2004). Dyadic power theory: Constructing a communication-based theory of relational power. Journal of Family Communication, 4(3/4), 235–248.
McCornack, S. (2019). Reflect and relate: An introduction to interpersonal communication. Boston: Bedford.
Russell, B. (1938). Power: A new social analysis. New York: Norton.
Image from https://www.huffpost.com/entry/workarounds-who-holds-power-over-you_b_835076
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