Posted By: Daniela Tancau, April 24, 2026
Authority and Influence in Organizations
Understanding how authority is built and maintained is essential for any person in a leadership position. Then, knowing how to distinguish between authority and influence, helps us understand better our own behaviours and those of others.
People have different levels of authority and influence in a company. Understanding the power relationships between the members of a company helps us know to whom different requests should be addressed and to whom not, what can be requested or expected from different members, who can facilitate or authorize certain actions, or who should be involved in helping with different changes in the company.
The organizational chart is, in a certain extent, an image of the power relationships between the members of a company. However, it’s not always a faithful reflection of them. Authority conferred by a certain job may or not be exercised by the job holder, and as we’ll see, there are other types of authority in an organization. Also, influence does not depend on job position, and can be exercised by anyone who has certain skills.
While authority is often visible, influence is usually subtle and sometimes not even noticed.
As a starting point, it is essential to define the terms of authority and influence.
How Authority Is Defined
In the Sociology Dictionary, coordinated by Catalin Zamfir and Lazar Vlasceanu, authority is defines as: A relationship through which a person or a group accepts as legitimate the fact that their decisions and actions are guided by an external instance (person, group, body). Authority represents a form of acceptance that is different both from forced acceptance, due to coercion and the exercise of power, and from acceptance based strictly on conviction. Authority represents a ‘’legitimate power.’’
What Influence Means
Influence, is the effect that somebody has on the way a person thinks or behaves. It is mostly based on persuasion. The Cambridge Dictionary of Sociology defines it as: ”….pressures that get someone to do something they would not otherwise do, when this “someone” acts in a conventionally voluntary manner.
Differences and Connections Between Authority and Influence
For a better understanding of authority and influence, let’s see the differences and connections between the concepts of: authority, power, legitimacy, and influence.
- Both authority and influence are forms of power.
The concept of ‘‘power” is defined in the Sociology Dictionary mentioned before (coordinated by Catalin Zamfir and Lazar Vlasceanu) as: The capacity of a person to impose his or her will within a social relationship, despite any resistance encountered and regardless of the factors that determine this capacity… Anything that confers on a person or a group a certain control over what others need and desire can be considered a resource of power… Power accepted as legitimate by those over whom it is exercised becomes authority.Legitimacy is distinct from legality. It refers to the belief that a rule or a person has the right to govern. It is a judgment about the rightfulness of a hierarchy between a ruler or rule and its subjects, and about the subordinates’ obligations toward the ruler or rule.
- When power is recognized, it is legitimate, and people conform not necessarily because they will be sanctioned if they do not, but because they believe it is the right thing to respect that rule or ruler.
- When power exercised over others is not recognized as legitimate, there will be tensions and conflicts, which can lead to change.
- Influence does not require legitimacy. Therefore, not everyone who has influence has authority.
Max Weber's Types of Legitimate Authority
Max Weber, a key figure in sociology, talks about three fundamental forms of the legitimacy of authority:
1.
Tradition
The belief that what is established through tradition is sacred and enough to justify itself. The customs, norms, and values with which a collectively has identified over time have authority over its members.
People obey not because of the personal qualities of the ruler or formal rules, but because ‘’it has always been this way’’. The position or role that has authority is hereditary, passed down through generations, and their power is seen as sacred or routed in the divine.
At a societal level, monarchs, for example, base their authority on this type of legitimacy. They have the right to be named kings or queens based on the fact that they are members of the royal family. Tradition proclaims that the royal family has the legitimate right to rule.
Another example, priests base their authority on this type of legitimacy.
At an organization or company level, we have, for example, family-owned businesses. Authority is passed down based on tradition rather than formal merit-based selection.
For example, the founder’s son or daughter becomes CEO because “this is how it has always been done.” Employees accept this because they respect the family legacy.
2.
Charisma
This refers to the acceptance of a person’s authority based on their exceptional qualities or perceived extraordinary abilities. People follow them and respect their authority not because of tradition or formal rules, but because of their personal appeal, vision, and ability to inspire others.
An example is Mahatma Gandhi – people followed him because of his unique methods of non-violent resistance and his strong connection with the masses.
In an organization, the founder may naturally become the “authority figure” because employees believe in their vision and personality. Employees follow the founder’s decisions even outside formal hierarchy because they are inspired by their energy, confidence, and vision. Or could be an informal leader who gains authority through their personality, confidence, and ability to influence others, even without holding a formal managerial position.
Steve Jobs from Apple is one of the clearest examples of charismatic authority in business. Employees and teams often followed his vision because of his intense personality, storytelling ability, and strong belief in product design. His authority went beyond formal structure.
Another example, Elon Musk – Tesla and SpaceX – has a strong charismatic influence over teams and public perception. His ambitious vision (Mars colonization, electric cars revolution) motivates employees to follow him even in high-pressure environments.
3.
Rational-Legal
Legitimacy is given by formal rules, laws, and procedures. People obey not because of tradition or personal loyalty to a ruler, but because they accept the legality of the system and the right of those in authority positions to command within their defined sphere of competence.
Conformity or obedience is not towards those who command, but towards the role they have, roles that are defined and specify what they can do, request from others, and what their power limits are. Conformity is explained through the acceptance of the rules and procedures that govern the system they are in.
This type of legitimacy includes the acceptance of authority on the basis of professional competence and of hierarchical position, which provides both the possibility of making more well-founded decisions and the socially recognized right to make decisions.
In an organization, some elements of authority may be formally given and recognized, for example through a job position or different levels of autonomy in decision-making. Other elements of authority may stem from a person’s character or charisma, or the unique expertise they possess.
A person’s authority may be based on one or more of these elements or sources.
Let’s discuss the different elements that help someone have authority in an organization.
Different Sources of Authority in An Organization
1. Authority Facilitated by Job Position
2. Authority Based on Expertise and Competencies
3. Charisma-Based Authority
4. Authority Conferred by Being the Employees’ Representatives or a Trade Union Leader
1. Authority Facilitated by Job Position
Different job positions imply different types of obligations, certain rights over others, and certain levels of autonomy to make decisions. These rights and obligations are established through job descriptions, internal structures, work processes, rules, or decisions.
Although the team leader position, for example, comes with a lot of rights for the job holder, these rights are not always exercised. There could be different reasons for this – they may not know how to use their authority, or they may consider it too inconvenient to use.
Let’s talk about this last case – the team leader prefers to avoid the discomfort that comes with using their authority.
Authority can be used in multiple forms: organizing work – assigning tasks and roles, giving different levels of autonomy to team members, asking team members to request approval before proceeding with different actions, setting priorities, resolving disagreements and conflicts, setting standards for work and behaviors, etc.
In theory, all these look fine. But in practice, things may derail.
For example:
A team leader may have assigned a project to a team member, but because another member questions that decision, wanting that project for himself or herself, the team leader assigns that person to the project too. The team leader changes his/her decision not to upset that person. This leads to using two people when one would have been enough, could prolong the project because now the two members need to discuss and complete the project together, and disagreements may occur. Most probably, the results of the project will be different than if it had been done by a single person. This sets a precedent, and other decisions regarding tasks may be changed for the same reasons. All these consequences, and others, occur because the leader could not keep the first decision.
Work standards might not have been met by a team member, but because giving feedback on this matter might upset the team member and affect the relationship with that member, the team leader doesn’t say anything. The issue will most probably repeat, and eventually the team leader will talk with the employee, but by that time the issue and the effects of that issue have gown.
Not intervening when team members don’t respect each other’s roles, or when their roles are not clear, is a recipe for disorganization, conflicts, dissatisfaction among employees, and poor work results. It’s about overcoming the discomfort of confronting people who cross boundaries or don’t respect rules, overstep their responsibilities, or interfere with those of others.
Now, if you happened to make one of these mistakes, don’t be too hard on yourself. Even those team leaders who use their authority, and use it well, sometimes lose their way – they are tested too from time to time.
Also, being able to use the authority that comes with team leadership position implies a set of skills. If you need support in developing these skills, don’t hesitate to book a consultancy session, and let’s start making things better and easier. Book your session here: https://improvework.ro/hr-consultancy/
2. Expertise and Competence Can Create Authority
When a company has just one expert in an area, that person’s power is higher than if the company had more people with the same expertise. The company relies on that person to complete certain tasks or guide others.
That person’s activity, decisions, or advice are less questioned because, in some cases, even if they explain their work, they may not be understood.
For Example:
- When only one employee understands legal or compliance requirements, that person becomes essential in decision-making. The company relies on them to avoid risks and ensure proper actions are taken.
- If just one team member can make financial reports, the management depends on this person for these reports. Their interpretation of the numbers is accepted without much questioning.
- Only one person handles client contracts. Others rely on their judgment and rarely challenge their decisions.
- When someone has significantly more experience than others in a team, their opinion tends to carry more weight. The team looks to them for direction, especially in uncertain situations.
3. Charisma-Based Authority
As mentioned earlier, a company can have members whose authority is conferred by their charisma, by their extraordinary qualities, or their capacity to inspire others. The charismatic member of the company may or may not have a job position that includes the right to lead others or the right to make decisions that impact others.
It could be an informal leader, for example, or a team leader or CEO who, although they have formal rights to lead others, primarily exercise their authority through their charisma.
4. Being the Employees’ Representative or a Trade Union Leader Confers Authority
This is an authority that is not based on job position or competence, nor on charisma, but is exercised within the organization, and it is worth mentioning, especially nowadays, when we frequently hear about large-scale layoffs.
Things are different in Europe and the U.S. regarding trade unions. In Romania, every company with more than 10 employees must negotiate a collective labour agreement and needs to have an employees’ representative if it doesn’t have a union trade. Management needs to inform the employees’ representative about major decisions or plans, such as mass layoffs and salary changes that affect employees.
Example:
At Volkswagen, in December 2024, union leaders succeeded in changing management’s decisions to cut jobs. They had announced that they would cut over 35,000 jobs. After 70 hours of negotiations, according to CNN Business, they reached an agreement that there would no be immediate site closures, layoffs, or wage cuts. According to CNN – ”…the deal would allow savings of 15 billion euros annually in the medium term and saw no significant impact on its 2024 guidance.’’
According to Wall Street Journal, no immediate forced layoffs were allowed, and no factory closures in the near future.
Workers accepted: no pay increases for several years and reduced bonuses. In exchange, the company agreed to job protection until 2030.
Job cuts are still happening, but differently. Even though there are no forced layoffs, Volkswagen plans to reduce over 35,000 jobs in Germany. This will happen through: early retirement, voluntary departures, not replacing people who leave. Jobs are being reduced, but indirectly.
When Authority is Not Recognized
The appointment to different positions is carried out according to certain requirements defined both externally, by occupational standards and laws regarding employment in various roles, and internally, by certain requirements of top management or internal conditions of the company. A company can define its own roles and job positions within legal limits, and it can establish its own rules, processes, and practices.
When a company member is invested with authority through his or her job title, but the process through which he or she was appointed is seen as incorrect or is not transparent, the other members may question this person’s authority and may even not accept to follow this person’s requests. This person’s authority is not seen as legitimate. This is because, the rational-legal type of authority, that Max Weber talks about, is the most common type of authority we encounter in organizations, especially in democratic countries.
Have you seen, for example, team leaders who were not accepted as leaders, or whose directions were not followed?
It could be when someone is promoted to a team leader position without going through an evaluation process for that position, when the promotion criteria were not transparent, or when not all employees who could occupy that position were taken into consideration, and it is seen as unfair.
It could also be situations in which the person appointed to a certain position doesn’t demonstrate that they have what is needed to be in that role. They may lack certain skills or competencies, not have experience, or make poor decisions.
The Company’s Culture & Structure Can Impact the Authority That Different Members Have
How the Company's Structure Impacts Authority
When an organization is flat, meaning that it has just a few hierarchical levels, the distance between that company’s members is small. It’s much easier for all team members to have access to one another, interact, and communicate freely. A simple engineer can talk directly with the CEO and discuss an issue he or she has observed, or have, and resolve that issue quickly. Or, vice versa, the CEO may interact directly with the engineer, find out about an issue, and authorize him or her to take certain actions to solve it.
These kinds of things do not happen in organizations that have many hierarchical levels. In these organizations, communication and interactions between members are filtered through these levels. Decisions and changes happen more slowly.
How Company Culture May Impact Authority
A company’s culture may focus, for example, on employees taking ownership of their responsibilities, which in a way gives them permission to take initiatives, to be proactive, and, for example, ask for the meetings they need to have, ask for the resources they need, and come up with different proposals and solutions. Once they are given a task or a project, they are expected to do whatever they consider necessary to complete it, within the pre-established boundaries or rules. We can say that their authority and autonomy in their roles depend largely on their ability to accomplish the tasks they are given.
Also, a company culture may attribute more significance to certain departments and therefore to the members of those departments, and less significance to other departments and their members. For example, the Production Leader may be considered more important and taken more into consideration than the Human Resources Manager, who may not even be invited to conversations where he or she might have an important role.
Example:
Many companies—especially in tech and product‑oriented industries—place a high value on engineering or IT teams because of their direct impact on products and revenue. Other departments, like Finance, HR, and Support, are seen as less important and as second‑tier. Therefore, these departments’ members may be excluded from strategic meetings and discussions. They are given less influence and less authority.
Sources of Influence in an Organization
As mentioned at the beginning of this blog post, influence is the power to affect or change someone’s opinions, actions, and behaviours. Is different by authority because is not based on legitimacy. It works mainly through persuasion, social interaction, trust, emotional appeal, or social pressure.
Influence Facilitated by Character Traits
A person’s own character may make a difference between them and the rest of the members. Their character may influence how much they get involved in different situations and decisions, and how visible they are, or try to be, through their actions and behaviours.
For example:
In a development team, one engineer is naturally curious and assertive, often volunteering to solve tricky bugs and propose improvements. Even though all engineers have the same formal role, this person becomes highly visible to management and other team members because of their initiative, influence on decisions, and willingness to step up in meetings.
Also, some people have lower or higher levels of power needs. Those with high power needs may strive more to influence others and occupy positions of authority. They may take on leadership roles in teams even if they are not formally appointed as leaders, and they may seek out certain information, tasks, or responsibilities.
Not everyone has this need. For some people, it it may be more important to belong to a group, to be part of a team.
Close Relationships with Key Company Members Can Increase a Person’s Influence
A member of a company can gain influence through association with a powerful member of the organization. That member can be, for example, one of the numerous team leaders within the company, but because they have a closer relationship with the CEO and are in constant communication with the CEO, they may have a bigger influence than other team leaders. This team leader has more opportunities to influence the CEO’s decisions than those who have less access to the CEO’s time.
Can you think of such an example? Have you encountered this situation?
Influence Based on Likability and Trust
People are influenced because they like, respect, or identify with someone.
For example, employees follow the suggestions of a colleague they trust, even if that person has no formal authority. Or a popular team member’s opinion may carry more weight in group decisions than the opinions of more experienced members who are less liked by others.
More on this blog post:
- How To Gain Legitimacy For a New Rule
- How Different Types of Authority Overlap or Override One Another
- What Makes Someone’s Formal Authority Recognized and Considered Legitimate
If you have any questions or want to discuss this topic further, feel free to reach out to me directly in the comments or via email: daniela.tancau@improvework.ro
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Posted By: Daniela Tancau
Daniela Tancau is an HR consultant, trainer, coach, and founder of Improve Work company. She has over seventeen years of experience in the human resources field. Her expertise lies primarily in online programs and courses aimed to increase employee motivation, develop team leadership skills, employee communication, and much more.
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